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SPJIMR

A compilation of sample cases from the top B


consulting case interview experiences at


Consulting
Casebook 2014
A compilation of sample cases from the top B-schools and
consulting case interview experiences at SPJIMR
Consulting
Committee
2013
Casebook 2014
Consulting
Committee

2014 SPJIMR Consulting Casebook

The Consulting Committee is extremely thankful to all
the casebook by sharing their case
help, this publication would not have been possible.

All contributions to this document are by students of the batch 2012
appeared for interviews of consulting firms on campus during their final
placements. We would also like to acknowledge Kellogg Business School, Johnson
School Consulting Club, Columbia Business school, IIM A, IIMB , XLRI and ISB
their contribution through their casebo

We hope casebook helps all those aspiring for prized and successful consulting
careers. All the very best!
Reference Sources for the sample cases
[1] Kellogg Consulting Club Casepack 2001
[2] Casebook IIMA 2011
[3] Vault Case Interview Practice








ACKNOWLEDGEMNT
The Consulting Committee is extremely thankful to all those who contributed to
sebook by sharing their case interview experiences. Without your support &
help, this publication would not have been possible.
All contributions to this document are by students of the batch 2012
rviews of consulting firms on campus during their final
placements. We would also like to acknowledge Kellogg Business School, Johnson
School Consulting Club, Columbia Business school, IIM A, IIMB , XLRI and ISB
their contribution through their casebook.
We hope casebook helps all those aspiring for prized and successful consulting
for the sample cases:
asepack 2001
racticeGuide 2008

Page 2
those who contributed to
interview experiences. Without your support &
All contributions to this document are by students of the batch 2012-2014 who
rviews of consulting firms on campus during their final
placements. We would also like to acknowledge Kellogg Business School, Johnson
School Consulting Club, Columbia Business school, IIM A, IIMB , XLRI and ISB for
We hope casebook helps all those aspiring for prized and successful consulting
2014 SPJIMR Consulting Casebook

1. Introduction
1.1 How to use these cases
1.2 Job Functions
1.3 Skills & Requirements
1.4 What to prepare
1.5 How to approach a case
1.6 How to answer questions

2. Frameworks
2.1 Pestel Framework
2.2 Marketing Mix
2.3 Porters Five forces
2.4 Market entry strategies
2.5 BCG matrix
2.6 McKinsey 7S framework
2.7 Porters Generic Strategies
2.8 Market based view
2.9 Resource based view
2.10 Profitability framework
2.11 Blue Ocean Strategy
2.12 Balanced Scorecard
2.13 Total Quality Manage

3. Brainteasers

4. Types of cases
4.1 Profitability/Operations
Case 1 : Chilled Beverages
Case 2: Snack Food Company
Case 3: Taxi Driver in Mumbai
Case 4: Global Retail Bank
4.2 Industrial Analysis/ Growth

CONTENTS
Topic
1.1 How to use these cases

1.3 Skills & Requirements
1.4 What to prepare
1.5 How to approach a case
1.6 How to answer questions
2.1 Pestel Framework
2.2 Marketing Mix
2.3 Porters Five forces
2.4 Market entry strategies
2.6 McKinsey 7S framework
2.7 Porters Generic Strategies
2.8 Market based view
2.9 Resource based view
2.10 Profitability framework
2.11 Blue Ocean Strategy
2.12 Balanced Scorecard
2.13 Total Quality Management
4.1 Profitability/Operations
Case 1 : Chilled Beverages
1

Case 2: Snack Food Company
2

Case 3: Taxi Driver in Mumbai
2
Case 4: Global Retail Bank
2

4.2 Industrial Analysis/ Growth

Page 3
Page No.
5-15
5
6
7
7
8
10

15-45
15
18
21
24
25
28
30
34
35
36
37
39
42

45-46

46-90
46
46
48
50
51
55
2014 SPJIMR Consulting Casebook

Case1: Frozen Food
Case2: Saturated Telecom Market
Case3: Aluminium Can manufacturer
4.3 Market Entry / Expansion/Investment
Case1: Retail Bank in India
Case2: Tyre Manufacturer
Case3: Gas Manufacturer
4.4 New Product Offering
Case1: Minibar in hotel rooms
Case2: Third party automobile gas service station
4.5 Miscellaneous
Case1:US Telecom
Case2: Canada Co
Case3: Online Gambling Business

5. SPJIMR Interview Experiences
Deloitte S&O
Interview Experience #1
Interview Experience #2
Interview Experience #3
Deloitte TS&A
Interview Experience #1
TSMG
Interview Experience #1
PRTM
Interview Experience #1
KPMG
Interview Exper
EY
Interview Experience #1
Deloitte Malaysia
Interview Experience #
Interview Experience #2


Case1: Frozen Food
2

Case2: Saturated Telecom Market
2

Case3: Aluminium Can manufacturer
1

4.3 Market Entry / Expansion/Investment
Case1: Retail Bank in India
2

Case2: Tyre Manufacturer
2

Case3: Gas Manufacturer
3

Product Offering
Case1: Minibar in hotel rooms
2

Case2: Third party automobile gas service station
2


Case1:US Telecom
3

Case2: Canada Co
3

Case3: Online Gambling Business
3

SPJIMR Interview Experiences
Interview Experience #1
Interview Experience #2
Interview Experience #3
Interview Experience #1
Interview Experience #1
Interview Experience #1
Interview Experience #1
Interview Experience #1

Interview Experience #1
Interview Experience #2

Page 4
55
56
58
59
59
61
63
65
65
67
71
71
75
82

90-165
90
90
98
109
114
114
120
120
130
130
137
137
145
145
148
152
159
2014 SPJIMR Consulting Casebook

1.INTRODUCTION
This document has been prepared by the Consulting Committee of SPJIMR
Mumbai. The purpose of this document i
preparation for case interviews conducted by consulting firms during placements.

This case book documents preparation techniques and pre requisites /
frameworks for analyses, types of cases, sample cases with po
It documents the interview experiences of students across various consulting
firms. The aim of sharing these experiences is to inform students about the case
interview experiences of past batches, and to accordingly help them prepare for
their placements. The experiences listed below are not necessarily the best way in
to handle case interviews. They only serve to give students an idea as to what to
expect when they walk into a case interview. Every individual could have his / her
own unique way of tackling consulting interviews, each of which could be correct.

So you want to be a consultant. And you know that case interviews are an
important tool consulting firms use to gauge how candidates might perform on
the job. Dont worry. These pr
you need. Doing well in a case interview is a matter of practice and preparation.
Case interview skills are something you learn, not something youre born with.
This book will help you review key conce
business issues. By practicing these cases, you will learn to present a clear,
concise, focussed, and organized flow of logical thoughts while analyzing a
business problem. Remember that the field is growing and firms are
good candidates. All they need is a reason to hire you.

1.1 How to use these cases

These practice cases are designed to simulate the case interview experience for
you and a partner. You should proceed as you would in an actual interview. This

This document has been prepared by the Consulting Committee of SPJIMR
Mumbai. The purpose of this document is to assist the students of SPJIMR in their
preparation for case interviews conducted by consulting firms during placements.
This case book documents preparation techniques and pre requisites /
frameworks for analyses, types of cases, sample cases with possible solutions.
It documents the interview experiences of students across various consulting
firms. The aim of sharing these experiences is to inform students about the case
interview experiences of past batches, and to accordingly help them prepare for
their placements. The experiences listed below are not necessarily the best way in
to handle case interviews. They only serve to give students an idea as to what to
expect when they walk into a case interview. Every individual could have his / her
que way of tackling consulting interviews, each of which could be correct.
So you want to be a consultant. And you know that case interviews are an
important tool consulting firms use to gauge how candidates might perform on
the job. Dont worry. These practice cases, a partner, and lots of practice, are all
you need. Doing well in a case interview is a matter of practice and preparation.
Case interview skills are something you learn, not something youre born with.
This book will help you review key concepts and expose you to an array of
business issues. By practicing these cases, you will learn to present a clear,
concise, focussed, and organized flow of logical thoughts while analyzing a
business problem. Remember that the field is growing and firms are
good candidates. All they need is a reason to hire you.
These practice cases are designed to simulate the case interview experience for
you and a partner. You should proceed as you would in an actual interview. This

Page 5
This document has been prepared by the Consulting Committee of SPJIMR
s to assist the students of SPJIMR in their
preparation for case interviews conducted by consulting firms during placements.
This case book documents preparation techniques and pre requisites /
ssible solutions.
It documents the interview experiences of students across various consulting
firms. The aim of sharing these experiences is to inform students about the case-
interview experiences of past batches, and to accordingly help them prepare for
their placements. The experiences listed below are not necessarily the best way in
to handle case interviews. They only serve to give students an idea as to what to
expect when they walk into a case interview. Every individual could have his / her
que way of tackling consulting interviews, each of which could be correct.
So you want to be a consultant. And you know that case interviews are an
important tool consulting firms use to gauge how candidates might perform on
actice cases, a partner, and lots of practice, are all
you need. Doing well in a case interview is a matter of practice and preparation.
Case interview skills are something you learn, not something youre born with.
pts and expose you to an array of
business issues. By practicing these cases, you will learn to present a clear,
concise, focussed, and organized flow of logical thoughts while analyzing a
business problem. Remember that the field is growing and firms are starved for
These practice cases are designed to simulate the case interview experience for
you and a partner. You should proceed as you would in an actual interview. This is
2014 SPJIMR Consulting Casebook

your opportunity to sharpen your presentation, analytical and other critical skills
while under fire. You should have a pen and a pad of paper on which to take
notes, and a natural but professional disposition. Read the question, but only read
the recommended solutions when you have first explored and exhausted all
possible answers.

1.2 Job Functions

Strategy
While most problem-solving involves some sort of strategy, there are companies,
groups, and assignments that are particularly focused on high
development. Interpreted broadly, strategy includes the development of an
overall approach to improving a companys
areas.

Operations/Process Improvement
A subset of strategy, operations focuses on improvi
generating part of the enterprise. MBA students tend to overlook the strategic
aspects of this function and its
perception is that operations is not as glamorous as
operations can be quite strategic and is usually the key to a successful
organization.

Change Management/Organizational Design
Another subset of strategy, change management relates specifically to human
resource issues within organizations
and structure with strategy, products, processes, and technology

Implementation/Information Technology
This takes the strategy development one step further by executing the approach.
For many consulting firms, this happ

your opportunity to sharpen your presentation, analytical and other critical skills
while under fire. You should have a pen and a pad of paper on which to take
notes, and a natural but professional disposition. Read the question, but only read
mmended solutions when you have first explored and exhausted all
solving involves some sort of strategy, there are companies,
assignments that are particularly focused on high-le
broadly, strategy includes the development of an
overall approach to improving a companys competitive position across multiple
Operations/Process Improvement
A subset of strategy, operations focuses on improving the product or service
the enterprise. MBA students tend to overlook the strategic
aspects of this function and its importance to the client organization. Their
perception is that operations is not as glamorous as strategy, when in re
operations can be quite strategic and is usually the key to a successful
Change Management/Organizational Design
Another subset of strategy, change management relates specifically to human
within organizations - emphasizing alignment of culture, people,
products, processes, and technology.
Implementation/Information Technology
This takes the strategy development one step further by executing the approach.
consulting firms, this happens to be the bread-and-butter part of the

Page 6
your opportunity to sharpen your presentation, analytical and other critical skills
while under fire. You should have a pen and a pad of paper on which to take
notes, and a natural but professional disposition. Read the question, but only read
mmended solutions when you have first explored and exhausted all
solving involves some sort of strategy, there are companies,
level strategy
broadly, strategy includes the development of an
competitive position across multiple
ng the product or service-
the enterprise. MBA students tend to overlook the strategic
importance to the client organization. Their
strategy, when in reality
operations can be quite strategic and is usually the key to a successful
Another subset of strategy, change management relates specifically to human
zing alignment of culture, people,
This takes the strategy development one step further by executing the approach.
butter part of the
2014 SPJIMR Consulting Casebook

business, with a significant
technology integration.

1.3 Skills & Requirements

- Analytical and problem-solving ability
- Teamwork
- Customer focus
- Intellectual curiosity
- Listening skills/communication skills
- Leadership
1.4 What to prepare
A typical interview for a consulting firm is a mix of case and fit.
Case Preparation Cases are arguably the most important aspect of any
consulting interview. A good perf
position with the firm; an excellent one
A typical case is a business situation, requiring strategy formulation in order to fix
a problem or enhance efficiency (optimization). It
problem statement, supported by
statement with a very broad problem description along
available.

Case interviews are designed to help the interviewer assess the candidate on
the following parameters

Thinking process The interviewer constantl
the latter thinks through the problem
Structuring This involves breaking down the problem into simple, logical
components and structuring a broad approach framework.

business, with a significant amount of revenue coming from information
solving ability
Listening skills/communication skills
A typical interview for a consulting firm is a mix of case and fit.
Cases are arguably the most important aspect of any
good performance in a case puts you in a very favorable
position with the firm; an excellent one virtually guarantees an offer.
A typical case is a business situation, requiring strategy formulation in order to fix
enhance efficiency (optimization). It can vary from a detailed
problem statement, supported by several facts to a oneliner conceptual
statement with a very broad problem description along with few, if any, facts
Case interviews are designed to help the interviewer assess the candidate on
The interviewer constantly evaluates the candidate as
through the problem
This involves breaking down the problem into simple, logical
structuring a broad approach framework.

Page 7
amount of revenue coming from information
Cases are arguably the most important aspect of any
ormance in a case puts you in a very favorable

A typical case is a business situation, requiring strategy formulation in order to fix
can vary from a detailed
liner conceptual
with few, if any, facts
Case interviews are designed to help the interviewer assess the candidate on
y evaluates the candidate as
This involves breaking down the problem into simple, logical
2014 SPJIMR Consulting Casebook

Analytical and Quantitative skills
application of basic quantitative concepts, achieved through an analytical
approach to the problem in hand
Demeanor In addition to the above, interviewer also judges the candidate
on his poise and maturity
Finally, cases also provide the candid
terms of kind of work they can expect in the industry.

Fit Questions The objective of these questions is to determine the degree of fit
between the candidate and the firm.
This part of the interview serves the fol
Helps interviewer know more about the candidate, his life
ambitions
Explore candidates interests, and how they fit with those of firms
Assess how coherently the candidate can present himself in a conversation
In parallel to the above aspects, the candidate is continuously assessed on
his communications skills as well.
Typically, a very good performance in both parts, i.e. case and fit, is essential for a
final offer. Very strong performance in one section can compensate for average
performance in the other to a certain extent; but a minimum decent sh
aspects of the interview is mandatory to be
offer.

1.5 How to approach a case

Most successful case interviews follow a basic four
structure, analyze and conclude.


Analytical and Quantitative skills A typical case problem
quantitative concepts, achieved through an analytical
approach to the problem in hand
In addition to the above, interviewer also judges the candidate
and maturity
Finally, cases also provide the candidate a flavor of the consulting world in
they can expect in the industry.
The objective of these questions is to determine the degree of fit
candidate and the firm.
This part of the interview serves the following purposes
Helps interviewer know more about the candidate, his life
Explore candidates interests, and how they fit with those of firms
Assess how coherently the candidate can present himself in a conversation
In parallel to the above aspects, the candidate is continuously assessed on
skills as well.
Typically, a very good performance in both parts, i.e. case and fit, is essential for a
Very strong performance in one section can compensate for average
a certain extent; but a minimum decent sh
aspects of the interview is mandatory to be considered for the next round/final

Most successful case interviews follow a basic four-part structure
structure, analyze and conclude.

Page 8
A typical case problem requires
quantitative concepts, achieved through an analytical
In addition to the above, interviewer also judges the candidate
ate a flavor of the consulting world in
The objective of these questions is to determine the degree of fit
Helps interviewer know more about the candidate, his lifestory and
Explore candidates interests, and how they fit with those of firms
Assess how coherently the candidate can present himself in a conversation
In parallel to the above aspects, the candidate is continuously assessed on
Typically, a very good performance in both parts, i.e. case and fit, is essential for a
Very strong performance in one section can compensate for average
a certain extent; but a minimum decent show in both
considered for the next round/final
part structure clarify,
2014 SPJIMR Consulting Casebook


Clarify: When you are given the case, listen closely, take notes, and make sure
you understand what you are being asked for. Does the interviewer want a set of
recommendations, a simple yes/no answer, a number or a process description?
Make sure you answer the questio
clarifying question. And before you move forward, paraphrase the question back
to the interviewer to confirm the problem statement (ex.
decided to enter this market and wants to know how be

Structure: Now, tell the interviewer you would like to take a moment to develop
an approach to the problem. Your interviewer expects you to do this and you
should not worry about taking a silent minute or two to think before you begin
speaking. Use this time to choose an appropriate framework for analyzing the
case and to develop a set of questions based on your framework (frameworks are
discussed in the next section.)

Analyze: Once you have a framework, walk your interviewer through it, p
out key questions you will ask and stating any initial hypotheses or assumptions.
After you do this, your interviewer may give you additional information.
Otherwise, begin asking your questions and working through your framework.
Start broad and try to work through a range of issues methodically. When you
have worked through an issue, briefly state your findings and move on to the next
point. Dont focus on a single point and forget the big picture. As you work, note
any key findings so you remembe


n you are given the case, listen closely, take notes, and make sure
you understand what you are being asked for. Does the interviewer want a set of
recommendations, a simple yes/no answer, a number or a process description?
Make sure you answer the question you are asked! If something is unclear, ask a
clarifying question. And before you move forward, paraphrase the question back
to the interviewer to confirm the problem statement (ex. So the client has
decided to enter this market and wants to know how best to do it?)
: Now, tell the interviewer you would like to take a moment to develop
an approach to the problem. Your interviewer expects you to do this and you
should not worry about taking a silent minute or two to think before you begin
king. Use this time to choose an appropriate framework for analyzing the
case and to develop a set of questions based on your framework (frameworks are
discussed in the next section.)
: Once you have a framework, walk your interviewer through it, p
out key questions you will ask and stating any initial hypotheses or assumptions.
After you do this, your interviewer may give you additional information.
Otherwise, begin asking your questions and working through your framework.
ry to work through a range of issues methodically. When you
have worked through an issue, briefly state your findings and move on to the next
point. Dont focus on a single point and forget the big picture. As you work, note
any key findings so you remember to mention them in your wrap-up.

Page 9

n you are given the case, listen closely, take notes, and make sure
you understand what you are being asked for. Does the interviewer want a set of
recommendations, a simple yes/no answer, a number or a process description?
If something is unclear, ask a
clarifying question. And before you move forward, paraphrase the question back
So the client has

: Now, tell the interviewer you would like to take a moment to develop
an approach to the problem. Your interviewer expects you to do this and you
should not worry about taking a silent minute or two to think before you begin
king. Use this time to choose an appropriate framework for analyzing the
case and to develop a set of questions based on your framework (frameworks are
: Once you have a framework, walk your interviewer through it, pointing
out key questions you will ask and stating any initial hypotheses or assumptions.
After you do this, your interviewer may give you additional information.
Otherwise, begin asking your questions and working through your framework.
ry to work through a range of issues methodically. When you
have worked through an issue, briefly state your findings and move on to the next
point. Dont focus on a single point and forget the big picture. As you work, note
up.
2014 SPJIMR Consulting Casebook

Use new information you gather to form new hypotheses and ask additional
questions. Listen carefully to everything the interviewer says. Interviewers will
often give you hints and attempt to help you if you appear to be
While it is important to use your framework, dont allow it to constrain you. If the
facts of the case take you in unexpected directions, be willing to explore new
issues. If you get to a point where you feel stuck, feel free to ask for
gather your thoughts. Sometimes it helps to summarize what you have found so
far back to the interviewer.

Finally, it is very important that you describe your thought process as your work.
This can seem uncomfortable and artificial, but reme
thought process is the only way the interviewer can know what (and if) you are
thinking.

Conclude: Sometimes it can be hard to know when to conclude a case. Some
cases have natural endpoints and some interviewers will tell you w
up. But with others, you will need to look for signs from the interviewer, pay
attention to the time and choose a point when you have enough findings to make
useful recommendations.

When you conclude, summarize your key findings and synthesize
or more overall recommendations. Depending on the case, you may also want to
discuss any trade-offs or implications of your recommendation or explain why you
ruled out other possible solutions. The purpose here is not to use up time
show that you have a big picture view of the case and your analysis. And above
all, relate your conclusion back to the original problem statement and make sure
your have answered the question that was asked.

1.6 How to answer questions


Use new information you gather to form new hypotheses and ask additional
questions. Listen carefully to everything the interviewer says. Interviewers will
often give you hints and attempt to help you if you appear to be getting off
While it is important to use your framework, dont allow it to constrain you. If the
facts of the case take you in unexpected directions, be willing to explore new
issues. If you get to a point where you feel stuck, feel free to ask for a moment to
gather your thoughts. Sometimes it helps to summarize what you have found so
Finally, it is very important that you describe your thought process as your work.
This can seem uncomfortable and artificial, but remember that describing your
thought process is the only way the interviewer can know what (and if) you are
: Sometimes it can be hard to know when to conclude a case. Some
cases have natural endpoints and some interviewers will tell you when to wrap
up. But with others, you will need to look for signs from the interviewer, pay
attention to the time and choose a point when you have enough findings to make
When you conclude, summarize your key findings and synthesize them into one
or more overall recommendations. Depending on the case, you may also want to
offs or implications of your recommendation or explain why you
ruled out other possible solutions. The purpose here is not to use up time
show that you have a big picture view of the case and your analysis. And above
all, relate your conclusion back to the original problem statement and make sure
your have answered the question that was asked.


Page 10
Use new information you gather to form new hypotheses and ask additional
questions. Listen carefully to everything the interviewer says. Interviewers will
getting off-track.
While it is important to use your framework, dont allow it to constrain you. If the
facts of the case take you in unexpected directions, be willing to explore new
a moment to
gather your thoughts. Sometimes it helps to summarize what you have found so
Finally, it is very important that you describe your thought process as your work.
mber that describing your
thought process is the only way the interviewer can know what (and if) you are
: Sometimes it can be hard to know when to conclude a case. Some
hen to wrap-
up. But with others, you will need to look for signs from the interviewer, pay
attention to the time and choose a point when you have enough findings to make
them into one
or more overall recommendations. Depending on the case, you may also want to
offs or implications of your recommendation or explain why you
ruled out other possible solutions. The purpose here is not to use up time it is to
show that you have a big picture view of the case and your analysis. And above
all, relate your conclusion back to the original problem statement and make sure
2014 SPJIMR Consulting Casebook

There are some basic rules about how consultants think. Using the following
intellectual structures to frame your answers to their questions in a familiar style
will make it easier for them
engender a feeling of intellectual

1. Keep the answers concise and full of content. This means that long and
flowery sentences that add little of substance to your answer are not
advisable. Nor are long, irrelevant
working life.
2. Make an assertion and support it with fact or example. So in answers to
questions like are you a good leader, dont be too modest. Rather,
objectify it with something like, When I
newspapers used me as their example of perfect leadership.
might be a bit much, but you get the idea).
3. Consultants thrive on intellectual structure in their thought processes. You
will need to build a logical structure to your thoughts and arguments and
make it clear that that is what
this, read Barbara Mintos book on pyramid
industrys bibles). For example, if you have three ideas on the
so and then enumerate them carefully. Never forget to talk about all of
them, give them equal time weighting, and dont be distracted from
finishing your reasoning, even
way. One interviewing trick is to interrupt a flow
purposefully distract the student from his chain of thought, a
interviewee finds his or her way back to it.
4. Dont underestimate the interviewers ability: You do not need to explain
everything in immense detail, and if they are unable to follow your
reasoning they will ask you about it
or they think you are talking nonsense. Either way,
their opinion. For example, I used to do a case study on the
digital cordless telephones into the U.K. market. One well qualified

basic rules about how consultants think. Using the following
structures to frame your answers to their questions in a familiar style
will make it easier for them to evaluate you in a positive manner and could
engender a feeling of intellectual rapport.
Keep the answers concise and full of content. This means that long and
that add little of substance to your answer are not
advisable. Nor are long, irrelevant anecdotes from university or prior
nd support it with fact or example. So in answers to
you a good leader, dont be too modest. Rather,
objectify it with something like, When I was elected President, the
newspapers used me as their example of perfect leadership.
might be a bit much, but you get the idea).
Consultants thrive on intellectual structure in their thought processes. You
build a logical structure to your thoughts and arguments and
make it clear that that is what you are doing. (If you are concerned about
this, read Barbara Mintos book on pyramid thinking, which is one of the
industrys bibles). For example, if you have three ideas on the
so and then enumerate them carefully. Never forget to talk about all of
em equal time weighting, and dont be distracted from
finishing your reasoning, even if you are distracted by something on the
way. One interviewing trick is to interrupt a flow of an argument,
purposefully distract the student from his chain of thought, and see if the
interviewee finds his or her way back to it.
Dont underestimate the interviewers ability: You do not need to explain
immense detail, and if they are unable to follow your
reasoning they will ask you about it - either because they dont understand
or they think you are talking nonsense. Either way, they will wish to confirm
their opinion. For example, I used to do a case study on the introduction of
digital cordless telephones into the U.K. market. One well qualified

Page 11
basic rules about how consultants think. Using the following
structures to frame your answers to their questions in a familiar style
to evaluate you in a positive manner and could
Keep the answers concise and full of content. This means that long and
that add little of substance to your answer are not
anecdotes from university or prior
nd support it with fact or example. So in answers to
you a good leader, dont be too modest. Rather,
was elected President, the
newspapers used me as their example of perfect leadership. (Well, that
Consultants thrive on intellectual structure in their thought processes. You
build a logical structure to your thoughts and arguments and
are concerned about
thinking, which is one of the
industrys bibles). For example, if you have three ideas on the subject, say
so and then enumerate them carefully. Never forget to talk about all of
em equal time weighting, and dont be distracted from
if you are distracted by something on the
of an argument,
nd see if the
Dont underestimate the interviewers ability: You do not need to explain
immense detail, and if they are unable to follow your
hey dont understand
they will wish to confirm
introduction of
digital cordless telephones into the U.K. market. One well qualified but
2014 SPJIMR Consulting Casebook

overconfident - engineering student expounded at length on the concept
and application of ergonomics in this product. Since I had played a major
role in developing the ergonomics
is fair to say that I had already for
know. Despite my none
distracted and made a fair fool of himself by using several unsupported and
erroneous assertions.
5. The so what, or key take
analysis is nice, but without a resulting message it is useless. So remember
that when you finish a discussion or
clear and useful. Ideally, it leads to a new
have discussed.
6. Dont respond to a question with a question, but if you really dont
understand what they
learning about new companies and
to ask questions; sometimes the
questions you will ask. The basic rule of there are no stupid
however, does not apply. There are stupid questions, in fact, there are very
stupid questions and you should not ask them. Stupid questi
contain three major errors. The first is asking for information you should
already have, or will not need. The
question badly. A badly structured question is
imprecise. Such questions also
facts to the issue under discussion. The third is not really a question, but
more an unstructured monologue of the persons thoughts.
7. A consultant knows where he is heading: the consultant has a critical path
in mind for solving the case. If he is leading you, trust him to know what he
is saying. He will have run
what you need to solve it. In the same
you are going the wrong way in a
your approach to the problem. He may decide to play Yes, No, or

engineering student expounded at length on the concept
ergonomics in this product. Since I had played a major
role in developing the ergonomics of the specific product he cited, I think it
is fair to say that I had already forgotten more about it than he would ever
know. Despite my none-too-subtle signs of boredom, he refused
distracted and made a fair fool of himself by using several unsupported and
The so what, or key take-aways are crucial. Consultants learn that
without a resulting message it is useless. So remember
that when you finish a discussion or analysis, the resulting message must be
clear and useful. Ideally, it leads to a new understanding of the issue you
Dont respond to a question with a question, but if you really dont
meant, ask. Consultants are constantly faced with
learning about new companies and industries. They know that you will have
to ask questions; sometimes they are setting tasks on purpose to see what
questions you will ask. The basic rule of there are no stupid
however, does not apply. There are stupid questions, in fact, there are very
and you should not ask them. Stupid questi
errors. The first is asking for information you should
already have, or will not need. The second is to frame or structure the
question badly. A badly structured question is ambiguous, unclear, or
imprecise. Such questions also have an answer that only adds
facts to the issue under discussion. The third is not really a question, but
unstructured monologue of the persons thoughts.
A consultant knows where he is heading: the consultant has a critical path
solving the case. If he is leading you, trust him to know what he
is saying. He will have run through the case several times before and knows
what you need to solve it. In the same way, you will be able to detect when
you are going the wrong way in a case, because he will become bored with
your approach to the problem. He may decide to play Yes, No, or

Page 12
engineering student expounded at length on the concept
ergonomics in this product. Since I had played a major
of the specific product he cited, I think it
about it than he would ever
subtle signs of boredom, he refused to be
distracted and made a fair fool of himself by using several unsupported and
nsultants learn that
without a resulting message it is useless. So remember
analysis, the resulting message must be
understanding of the issue you
Dont respond to a question with a question, but if you really dont
meant, ask. Consultants are constantly faced with
industries. They know that you will have
on purpose to see what
questions you will ask. The basic rule of there are no stupid questions,
however, does not apply. There are stupid questions, in fact, there are very
and you should not ask them. Stupid questions can
errors. The first is asking for information you should
second is to frame or structure the
ambiguous, unclear, or
have an answer that only adds irrelevant
facts to the issue under discussion. The third is not really a question, but
A consultant knows where he is heading: the consultant has a critical path
solving the case. If he is leading you, trust him to know what he
through the case several times before and knows
way, you will be able to detect when
become bored with
your approach to the problem. He may decide to play Yes, No, or
2014 SPJIMR Consulting Casebook

Irrelevant game with you. This technique means he will not give you any
other answers than these words. Dont be disturbed by this, but rather go
with the flow and lead the
8. The professional service company. Dont forget that consultants are client
driven. Answers should focus on what this means for the client and what is
helpful advice. For the
value.
9. We are in it for the money. Though MBAs should know this anyway, dont
forget that all businesses are in it for only one of two objectives: either to
make money or serve the
Revenue Costs in your head. They can
answer.
10. Choose your examples. Interviewers may ask you to cite specific examples
Make sure you are up to date on these examples
newest strategy, or press release
support your argument using relevant examples. Make sure you are up to
date and can back the example up with specific supporting evidence. I cant
help thinking about the Dilbert
was advised by their consultants to develop further
company. Preliminary research by skeptical employees showed that
model company had just failed and filed for bankruptcy.
11. Support your argument. Consultants hate
why, I just feel that way. Professionally, consultants live by rationalizing
everything, so you must be
made about your life, any views you have had or
with clear and coherent argumentation.
12. MECE - Mutually Exclusive, Collectively Exhaustive. This acronym means
you are expected to argue using evidence and argumentation that covers
every angle, but with clearly separate chains of thought. Your arguments
must not overlap but, as a group, be

Irrelevant game with you. This technique means he will not give you any
than these words. Dont be disturbed by this, but rather go
h the flow and lead the discussion while explaining where you are going.
The professional service company. Dont forget that consultants are client
should focus on what this means for the client and what is
helpful advice. For the unenlightened, helpful = increasing shareholder
We are in it for the money. Though MBAs should know this anyway, dont
businesses are in it for only one of two objectives: either to
make money or serve the community. So keep simple concepts l
Costs in your head. They can be the key to a well
Choose your examples. Interviewers may ask you to cite specific examples
Make sure you are up to date on these examples - questions on
, or press releases are not uncommon. In the same
your argument using relevant examples. Make sure you are up to
example up with specific supporting evidence. I cant
help thinking about the Dilbert example of a successful company, which
was advised by their consultants to develop further by emulating another
company. Preliminary research by skeptical employees showed that
model company had just failed and filed for bankruptcy.
Support your argument. Consultants hate little more than, I dont know
that way. Professionally, consultants live by rationalizing
everything, so you must be prepared to explain any decision you have
made about your life, any views you have had or any statements you make
clear and coherent argumentation.
Mutually Exclusive, Collectively Exhaustive. This acronym means
expected to argue using evidence and argumentation that covers
clearly separate chains of thought. Your arguments
t overlap but, as a group, be completely conclusive.

Page 13
Irrelevant game with you. This technique means he will not give you any
than these words. Dont be disturbed by this, but rather go
discussion while explaining where you are going.
The professional service company. Dont forget that consultants are client
should focus on what this means for the client and what is
ened, helpful = increasing shareholder
We are in it for the money. Though MBAs should know this anyway, dont
businesses are in it for only one of two objectives: either to
community. So keep simple concepts like Profit =
be the key to a well-structured
Choose your examples. Interviewers may ask you to cite specific examples
questions on share price,
s are not uncommon. In the same way,
your argument using relevant examples. Make sure you are up to
example up with specific supporting evidence. I cant
l company, which
by emulating another
company. Preliminary research by skeptical employees showed that this
little more than, I dont know
that way. Professionally, consultants live by rationalizing
prepared to explain any decision you have
any statements you make
Mutually Exclusive, Collectively Exhaustive. This acronym means
expected to argue using evidence and argumentation that covers
clearly separate chains of thought. Your arguments
2014 SPJIMR Consulting Casebook

13. Prioritize what is relevant. Most cases have sidetrack ideas that, though
important, are only marginally relevant to the decision. Be conscious of not
devoting too much time to such
dangerous when that marginal issue is one you know
example, if you are asked to discuss Gaps sales strategy, and on
are your primary area of interest or knowledge, but at present they are
probably less than 1% of sales, beware overemphasizing the importance of
that single sales channel. Explain
and why. So, for example, if he wants you to
sales, then he has the chance to tell you, other
other 99%. Pareto Rules!
14. Break down the problem into bite sized chunks:
problems may not be solvable as a whole, but once broken down into small
parts, they usually are.
15. Draw charts and diagrams:
are usually a mixture of words and pictures, and are a very effective
method of communication. If you
out a decision tree, block chart or just a list of issues
think need to be talked about. If you feel confident enough, you may
consider using some economists graphs
them right.
16. State assumptions: Many problems have no absolute right answer. Basing
your thought process on assumptions is an
these problems and is well
clearly articulating and sometimes defending
interviews can win you major points with an interviewer. It is a
fault of bright people to make assumptions and not tell anyone else they
have made them. What appears completely coherent to you fails miserably
to convince anyone else
17. Conclude well: when you finish, summarize what you h
Consultants are going to push you in the interview because they want to

Prioritize what is relevant. Most cases have sidetrack ideas that, though
marginally relevant to the decision. Be conscious of not
devoting too much time to such issues. This I have found is especially
dangerous when that marginal issue is one you know a lot about. For
example, if you are asked to discuss Gaps sales strategy, and on
are your primary area of interest or knowledge, but at present they are
% of sales, beware overemphasizing the importance of
that single sales channel. Explain to the interviewer how you are prioritizing
and why. So, for example, if he wants you to speak mainly about the on
sales, then he has the chance to tell you, otherwise concentrate on the
other 99%. Pareto Rules!
Break down the problem into bite sized chunks: Large and complex
solvable as a whole, but once broken down into small

Draw charts and diagrams: Consultants work by producing charts. These
mixture of words and pictures, and are a very effective
method of communication. If you are given a complex issue, try mapping
out a decision tree, block chart or just a list of issues and sub
o be talked about. If you feel confident enough, you may
consider using some economists graphs but make absolutely sure you get
Many problems have no absolute right answer. Basing
process on assumptions is an obvious and neat way of solving
these problems and is well accepted business practice. More importantly,
clearly articulating and sometimes defending assumptions in case
interviews can win you major points with an interviewer. It is a
t people to make assumptions and not tell anyone else they
them. What appears completely coherent to you fails miserably
to convince anyone else who cannot follow your secret thought processes.
when you finish, summarize what you have said succinctly.
Consultants are going to push you in the interview because they want to

Page 14
Prioritize what is relevant. Most cases have sidetrack ideas that, though
marginally relevant to the decision. Be conscious of not
ound is especially
a lot about. For
example, if you are asked to discuss Gaps sales strategy, and on-line sales
are your primary area of interest or knowledge, but at present they are
% of sales, beware overemphasizing the importance of
to the interviewer how you are prioritizing
speak mainly about the on-line
concentrate on the
Large and complex
solvable as a whole, but once broken down into small
y producing charts. These
mixture of words and pictures, and are a very effective
are given a complex issue, try mapping
and sub-issues you
o be talked about. If you feel confident enough, you may
but make absolutely sure you get
Many problems have no absolute right answer. Basing
obvious and neat way of solving
business practice. More importantly,
assumptions in case
interviews can win you major points with an interviewer. It is a common
t people to make assumptions and not tell anyone else they
them. What appears completely coherent to you fails miserably
who cannot follow your secret thought processes.
ave said succinctly.
Consultants are going to push you in the interview because they want to
2014 SPJIMR Consulting Casebook

see how far you can go.
not pushing you and second
the boundaries. By definition, that means that there will be a
you are out of your depth. They are not doing this to be mean, nor do they
expect you to be able to know everything. They are just trying to see just
how much you do know , or are able to cope

2.FRAMEWORKS

2.1 PESTEL Framework
There are many factors in the macro
of the managers of any organization. To help analyze these factors managers
can categorize them using the PESTEL model which is a fram
environmental factors used in the environmental scanning component of
strategic management. It is a part of the external analysis when conducting a
strategic analysis or doing market research, and gives an overview of the
different macro-environmental factors that the company has to take into
consideration.


see how far you can go. This means two things. First, be worried if they are
not pushing you and second more usefully they are going to push you to
ies. By definition, that means that there will be a
you are out of your depth. They are not doing this to be mean, nor do they
you to be able to know everything. They are just trying to see just
how much you do know , or are able to cope with.
There are many factors in the macro-environment that will affect the decisions
of the managers of any organization. To help analyze these factors managers
can categorize them using the PESTEL model which is a framework of macro
environmental factors used in the environmental scanning component of
strategic management. It is a part of the external analysis when conducting a
strategic analysis or doing market research, and gives an overview of the
ironmental factors that the company has to take into


Page 15
This means two things. First, be worried if they are
they are going to push you to
ies. By definition, that means that there will be a point when
you are out of your depth. They are not doing this to be mean, nor do they
you to be able to know everything. They are just trying to see just
environment that will affect the decisions
of the managers of any organization. To help analyze these factors managers
ework of macro-
environmental factors used in the environmental scanning component of
strategic management. It is a part of the external analysis when conducting a
strategic analysis or doing market research, and gives an overview of the
ironmental factors that the company has to take into
2014 SPJIMR Consulting Casebook


Typical PESTEL factors to consider include:
Factor
Political
Economic
Social
Technological
Environmental
Legal

Political factors
These refer to government policy such as the degree of intervention in the
economy. What goods and services does a go
extent does it believe in subsidizing firms? What are its priorities in terms of
business support? Political decisions can impact on many vital areas for business
such as the education of the workforce, the health of the n
the infrastructure of the economy such as the road and rail system.
Economic factors
These include interest rates, taxation changes, economic growth, inflation and
exchange rates. For example:
Higher interest rates may deter in
borrow

Typical PESTEL factors to consider include:
Could include:
e.g. EU enlargement, UN, NATO,
SAARC, ASEAN, international trade,
taxation policy
e.g. interest rates, exchange rates,
national income, inflation,
unemployment, Stock Market
e.g. ageing population, attitudes to
work, income distribution
e.g. innovation, new product
development, rate of technological
obsolescence
e.g. global warming, environmental
issues
e.g. competition law, health and
safety, employment law
These refer to government policy such as the degree of intervention in the
economy. What goods and services does a government want to provide? To what
extent does it believe in subsidizing firms? What are its priorities in terms of
business support? Political decisions can impact on many vital areas for business
such as the education of the workforce, the health of the nation and the quality of
the infrastructure of the economy such as the road and rail system.
These include interest rates, taxation changes, economic growth, inflation and

Higher interest rates may deter investment because it costs more to

Page 16
e.g. EU enlargement, UN, NATO,
SAARC, ASEAN, international trade,
est rates, exchange rates,
national income, inflation,
unemployment, Stock Market
e.g. ageing population, attitudes to
work, income distribution
e.g. innovation, new product
development, rate of technological
e.g. global warming, environmental
e.g. competition law, health and

These refer to government policy such as the degree of intervention in the
vernment want to provide? To what
extent does it believe in subsidizing firms? What are its priorities in terms of
business support? Political decisions can impact on many vital areas for business
ation and the quality of
These include interest rates, taxation changes, economic growth, inflation and
vestment because it costs more to
2014 SPJIMR Consulting Casebook

A strong currency may make exporting more difficult because it may raise
the price in
Terms of foreign currency
Inflation may provoke higher wage demands from employees and raise
costs
Higher national income growth may boost demand for a firms products

Social factors
Changes in social trends can impact on the demand for a firms products and the
availability and willingness of individuals to work. In certain developed countries
of the world, the population has been ageing. This has increased the costs for
firms who are committed to pension payments for their employees because their
staff is living longer. It also means some firms have started to recruit older
employees to tap into this growing labor pool

Technological factors
New technologies create new products and new processes. MP3 players,
computer games, online gambling and high definition TVs are all new markets
created by technological advances. Technology can reduce costs, improve quality
and lead to innovation. These developments can benefit consumers as well as the
organizations providing the products.

Environmental factors
Environmental factors include the weather and climate change. Changes in
temperature can impact on many industries in
insurance. With major climate changes occurring due to global warming and with
greater environmental awareness this external factor is becoming a significant
issue for firms to consider.

Legal factors

A strong currency may make exporting more difficult because it may raise
Terms of foreign currency
Inflation may provoke higher wage demands from employees and raise
me growth may boost demand for a firms products
Changes in social trends can impact on the demand for a firms products and the
availability and willingness of individuals to work. In certain developed countries
ion has been ageing. This has increased the costs for
firms who are committed to pension payments for their employees because their
staff is living longer. It also means some firms have started to recruit older
employees to tap into this growing labor pool.
New technologies create new products and new processes. MP3 players,
computer games, online gambling and high definition TVs are all new markets
created by technological advances. Technology can reduce costs, improve quality
lead to innovation. These developments can benefit consumers as well as the
organizations providing the products.
Environmental factors include the weather and climate change. Changes in
temperature can impact on many industries including farming, tourism and
insurance. With major climate changes occurring due to global warming and with
greater environmental awareness this external factor is becoming a significant

Page 17
A strong currency may make exporting more difficult because it may raise
Inflation may provoke higher wage demands from employees and raise
me growth may boost demand for a firms products
Changes in social trends can impact on the demand for a firms products and the
availability and willingness of individuals to work. In certain developed countries
ion has been ageing. This has increased the costs for
firms who are committed to pension payments for their employees because their
staff is living longer. It also means some firms have started to recruit older
New technologies create new products and new processes. MP3 players,
computer games, online gambling and high definition TVs are all new markets
created by technological advances. Technology can reduce costs, improve quality
lead to innovation. These developments can benefit consumers as well as the
Environmental factors include the weather and climate change. Changes in
cluding farming, tourism and
insurance. With major climate changes occurring due to global warming and with
greater environmental awareness this external factor is becoming a significant
2014 SPJIMR Consulting Casebook

These are related to the legal environment in which firms operate. In recent years
there have been many significant legal changes that have affected firms
behaviour. The introduction of age discrimination and disability discrimination
legislation, an increase in the minimum wag
to recycle are examples of relatively recent laws that affect an organizations
actions.

2.2 Marketing Mix / The 4Ps
Marketing Mix
While marketing a product, a firm needs to balance an appropriate mix of several
key elements to create a successful marketing campaign. Each of these elements
is required to be mixed in the right proportion. For example, a brilliant product
might be unsuccessful if it is not properly priced.

The 4Ps


The marketing mix has been tradi

e legal environment in which firms operate. In recent years
there have been many significant legal changes that have affected firms
behaviour. The introduction of age discrimination and disability discrimination
legislation, an increase in the minimum wage and greater requirements for firms
to recycle are examples of relatively recent laws that affect an organizations
Marketing Mix / The 4Ps
While marketing a product, a firm needs to balance an appropriate mix of several
elements to create a successful marketing campaign. Each of these elements
is required to be mixed in the right proportion. For example, a brilliant product
might be unsuccessful if it is not properly priced.

The marketing mix has been traditionally defined by the 4 Ps

Page 18
e legal environment in which firms operate. In recent years
there have been many significant legal changes that have affected firms
behaviour. The introduction of age discrimination and disability discrimination
e and greater requirements for firms
to recycle are examples of relatively recent laws that affect an organizations
While marketing a product, a firm needs to balance an appropriate mix of several
elements to create a successful marketing campaign. Each of these elements
is required to be mixed in the right proportion. For example, a brilliant product

2014 SPJIMR Consulting Casebook

Product/Service The product or the service that the firm develops should
be able to satisfy the customer needs, as determined by market research.
This would involve decisions regarding the brand name, functionality,
styling, quality, support service, warranty, accessories etc.

Price The pricing strategy of the firm determines the profitability of the
company. The pricing strategy followed by the firm could be market
skimming, market penetration or neutral pricing. The k
for pricing are - the value of the product or service to the buyer, pre
established price points for the products or services, price sensitivity of the
customer, discounts to be offered pricing strategy of the competitors, etc.

Promotion - This represents the methods of communication that a firm
may use to provide information about the product. Promotion comprises
elements such as advertising, public relations, personal selling and sales
promotion. The promotional strategy could be a pu
strategy. A push strategy makes use of a company's sales force and trade
promotion activities to
selling strategy requires high spending on advertising and consumer
promotion to build up consumer demand for a product.

Place This involves providing access to markets for the products. It is
about creating distribution channels for products. A firm could follow
Market coverage strategies such as intensive distribution, selective
distribution, exclusive distribution, franchising etc.

The 8Ps
In the modern context, in a services dominated world, 4 additional Ps have been
added to the marketing mix framework.

The product or the service that the firm develops should
be able to satisfy the customer needs, as determined by market research.
This would involve decisions regarding the brand name, functionality,
g, quality, support service, warranty, accessories etc.
The pricing strategy of the firm determines the profitability of the
company. The pricing strategy followed by the firm could be market
skimming, market penetration or neutral pricing. The key decision points
the value of the product or service to the buyer, pre
established price points for the products or services, price sensitivity of the
customer, discounts to be offered pricing strategy of the competitors, etc.
This represents the methods of communication that a firm
may use to provide information about the product. Promotion comprises
elements such as advertising, public relations, personal selling and sales
promotion. The promotional strategy could be a push strategy or a pull
strategy. A push strategy makes use of a company's sales force and trade
promotion activities to create consumer demand for a product. A pull
selling strategy requires high spending on advertising and consumer
p consumer demand for a product.
This involves providing access to markets for the products. It is
about creating distribution channels for products. A firm could follow
Market coverage strategies such as intensive distribution, selective
ution, exclusive distribution, franchising etc.
In the modern context, in a services dominated world, 4 additional Ps have been
added to the marketing mix framework.

Page 19
The product or the service that the firm develops should
be able to satisfy the customer needs, as determined by market research.
This would involve decisions regarding the brand name, functionality,
The pricing strategy of the firm determines the profitability of the
company. The pricing strategy followed by the firm could be market
ey decision points
the value of the product or service to the buyer, pre-
established price points for the products or services, price sensitivity of the
customer, discounts to be offered pricing strategy of the competitors, etc.
This represents the methods of communication that a firm
may use to provide information about the product. Promotion comprises
elements such as advertising, public relations, personal selling and sales
sh strategy or a pull
strategy. A push strategy makes use of a company's sales force and trade
for a product. A pull
selling strategy requires high spending on advertising and consumer
This involves providing access to markets for the products. It is
about creating distribution channels for products. A firm could follow
Market coverage strategies such as intensive distribution, selective
In the modern context, in a services dominated world, 4 additional Ps have been
2014 SPJIMR Consulting Casebook


These additional Ps are
Process This means the process by which the fir
elements. The firm needs to determine between the standardization and
customization of processes. It also needs to determine processes that are
aligned to its organizational strategy.

Physical Environment -
delivered may have a significant impact upon whether the service was
satisfactory. This forms perceptions about the product or service to be
provided.

People Getting the right talent mix is extremely essential for a firm,
especially in the services sector. The front line staff is the point of contact
with the customer and is responsible for providing a favourable customer
experience. Hence, it is critical to recruit the right talent pool and train and
develop people. It is also cr
succession planning.

This means the process by which the firm delivers product
elements. The firm needs to determine between the standardization and
customization of processes. It also needs to determine processes that are
aligned to its organizational strategy.
- The appearance of the place where the services are
delivered may have a significant impact upon whether the service was
satisfactory. This forms perceptions about the product or service to be
Getting the right talent mix is extremely essential for a firm,
lly in the services sector. The front line staff is the point of contact
with the customer and is responsible for providing a favourable customer
experience. Hence, it is critical to recruit the right talent pool and train and
develop people. It is also critical to develop a leadership pipeline for easy

Page 20

m delivers product
elements. The firm needs to determine between the standardization and
customization of processes. It also needs to determine processes that are
where the services are
delivered may have a significant impact upon whether the service was
satisfactory. This forms perceptions about the product or service to be
Getting the right talent mix is extremely essential for a firm,
lly in the services sector. The front line staff is the point of contact
with the customer and is responsible for providing a favourable customer
experience. Hence, it is critical to recruit the right talent pool and train and
itical to develop a leadership pipeline for easy
2014 SPJIMR Consulting Casebook


Packaging: This is the most recently added P of marketing. The role of
packaging is critical as it attracts the customer to purchase the product.
Packaging involves using the appropria
with the identity of the product as well as differentiate the product in a
retail outlet. For the services sector, packaging could involve certain
tangible features such as uniforms of the service agents or the look and
feel of the service package.

2.3 Porters Five Forces

Origin
Porters five forces analysis was developed in 1979 by Michael Porter. It is a
framework analysing the macro environment of an industry. It is widely used to
evaluate the attractiveness of a b
qualitatively, that the business has to offer. Any business is said to experience the
impact of the five forces that determine profitability.
The Structure
Bargaining power of Suppliers
A high level of supplier bargaining power is not good for profitability as it
has the potential to impact the COGS if suppliers demand greater prices, to
affect production schedule if they negotiate delivery terms more
convenient to them etc.
Firms can have significant bargain
to resources that are rare or if they have considerable size and reputation
in the market
For example, Boeing and Airbus are the only makers of large aircraft and
can hence impose their will on the customers

Bargaining power of Customers

: This is the most recently added P of marketing. The role of
packaging is critical as it attracts the customer to purchase the product.
Packaging involves using the appropriate colours, look and feel o match
with the identity of the product as well as differentiate the product in a
retail outlet. For the services sector, packaging could involve certain
tangible features such as uniforms of the service agents or the look and
el of the service package.
Porters five forces analysis was developed in 1979 by Michael Porter. It is a
framework analysing the macro environment of an industry. It is widely used to
evaluate the attractiveness of a business based on the expected profitability,
qualitatively, that the business has to offer. Any business is said to experience the
impact of the five forces that determine profitability.
Bargaining power of Suppliers
er bargaining power is not good for profitability as it
has the potential to impact the COGS if suppliers demand greater prices, to
affect production schedule if they negotiate delivery terms more
convenient to them etc.
Firms can have significant bargaining power if they produce or have access
to resources that are rare or if they have considerable size and reputation
For example, Boeing and Airbus are the only makers of large aircraft and
can hence impose their will on the customers
aining power of Customers

Page 21
: This is the most recently added P of marketing. The role of
packaging is critical as it attracts the customer to purchase the product.
te colours, look and feel o match
with the identity of the product as well as differentiate the product in a
retail outlet. For the services sector, packaging could involve certain
tangible features such as uniforms of the service agents or the look and
Porters five forces analysis was developed in 1979 by Michael Porter. It is a
framework analysing the macro environment of an industry. It is widely used to
usiness based on the expected profitability,
qualitatively, that the business has to offer. Any business is said to experience the
er bargaining power is not good for profitability as it
has the potential to impact the COGS if suppliers demand greater prices, to
affect production schedule if they negotiate delivery terms more
ing power if they produce or have access
to resources that are rare or if they have considerable size and reputation
For example, Boeing and Airbus are the only makers of large aircraft and
2014 SPJIMR Consulting Casebook

A high level of customer bargaining power is bad because a company may
have to invest significantly in product differentiation or customer
acquisition to serve the markets. These extra costs will have a direct impact
on the bottom-line
Markets in which supply exceeds demand or in which customers are large
players with significant market shares can tilt the power in the favour of
customers.
For example Tata group on account of its sheer size can dictate terms to
suppliers like ABB.

Threat of New entrants
Ease of entry of new entrants would mean greater competition , loss of
market share and can easily lead to excess supply scenario thereby
reducing profitability for all firms in that industry.
Industries that require high init
by the government are said to have created barriers to entry for new
entrants.
Consider the relative ease with regards to investment, regulatory approval
and the required infrastructure with which a local Kirana
as opposed to a new entrant in Telecom services that requires significant
infrastructure and spectrum investments.

Threat of Substitutes
Industries where products can be easily substituted are also not considered
very attractive. It is difficult to prevent customers from switching in such a
market. Furthermore such markets are also highly sensitive to price and
supply fluctuations
For example natural gas may be considered as a substitute to petrol

Competitive Rivalry

A high level of customer bargaining power is bad because a company may
have to invest significantly in product differentiation or customer
acquisition to serve the markets. These extra costs will have a direct impact
Markets in which supply exceeds demand or in which customers are large
players with significant market shares can tilt the power in the favour of
For example Tata group on account of its sheer size can dictate terms to
Ease of entry of new entrants would mean greater competition , loss of
market share and can easily lead to excess supply scenario thereby
reducing profitability for all firms in that industry.
Industries that require high initial investment or that are highly regulated
by the government are said to have created barriers to entry for new
Consider the relative ease with regards to investment, regulatory approval
and the required infrastructure with which a local Kirana shop can be setup
as opposed to a new entrant in Telecom services that requires significant
infrastructure and spectrum investments.
Industries where products can be easily substituted are also not considered
s difficult to prevent customers from switching in such a
market. Furthermore such markets are also highly sensitive to price and
For example natural gas may be considered as a substitute to petrol

Page 22
A high level of customer bargaining power is bad because a company may
have to invest significantly in product differentiation or customer
acquisition to serve the markets. These extra costs will have a direct impact
Markets in which supply exceeds demand or in which customers are large
players with significant market shares can tilt the power in the favour of
For example Tata group on account of its sheer size can dictate terms to
Ease of entry of new entrants would mean greater competition , loss of
market share and can easily lead to excess supply scenario thereby
ial investment or that are highly regulated
by the government are said to have created barriers to entry for new
Consider the relative ease with regards to investment, regulatory approval
shop can be setup
as opposed to a new entrant in Telecom services that requires significant
Industries where products can be easily substituted are also not considered
s difficult to prevent customers from switching in such a
market. Furthermore such markets are also highly sensitive to price and
For example natural gas may be considered as a substitute to petrol
2014 SPJIMR Consulting Casebook

Every industry would prefer to operate in an environment of minimum
competition

The number of competitors, the degree of innovation and kind of
competitive strategies employed may significantly influence the intensity of
competition. The greater the intensity of compe
pressure on margins and profits.

Consider the mobile handset segment in which there are numerous competitors
and new products are frequently introduced. Hence companies are under
immense pressure to respond to new offerings of comp
The model assumes that buyers, suppliers and competitors cannot collude and
that there is symmetric information flow within the market about competitor
actions.

Extensions
Complementors are widely considered to be the sixth force. This force a
for firms entering into strategic alliances in the form of Joint Ventures,
partnerships etc.



would prefer to operate in an environment of minimum
The number of competitors, the degree of innovation and kind of
competitive strategies employed may significantly influence the intensity of
competition. The greater the intensity of competition the more is the
pressure on margins and profits.
Consider the mobile handset segment in which there are numerous competitors
and new products are frequently introduced. Hence companies are under
immense pressure to respond to new offerings of competitors.
The model assumes that buyers, suppliers and competitors cannot collude and
that there is symmetric information flow within the market about competitor
Complementors are widely considered to be the sixth force. This force a
for firms entering into strategic alliances in the form of Joint Ventures,



Page 23
would prefer to operate in an environment of minimum
The number of competitors, the degree of innovation and kind of
competitive strategies employed may significantly influence the intensity of
tition the more is the
Consider the mobile handset segment in which there are numerous competitors
and new products are frequently introduced. Hence companies are under
The model assumes that buyers, suppliers and competitors cannot collude and
that there is symmetric information flow within the market about competitor
Complementors are widely considered to be the sixth force. This force accounts
for firms entering into strategic alliances in the form of Joint Ventures,
2014 SPJIMR Consulting Casebook

2.4 Market Entry Strategy

Market entry strategies are generally used by companies entering their
operations/sales in new countries or new markets of
these strategies have become very popular on account of companies started
looking for diversifying into emerging countries. The broad framework for
entering into any market is given below

Step 1: Understanding Market Dynamics


Step 2: Understanding Risks Involved & Timing of Entry
Analyze the different types of risks involved in entering a new market
No knowledge of market
Weather risk
Systematic risk
Sovereign risk
Foreign exchange risk
Liquidity risk


Market entry strategies are generally used by companies entering their
operations/sales in new countries or new markets of the same location. Recently
these strategies have become very popular on account of companies started
looking for diversifying into emerging countries. The broad framework for
entering into any market is given below
Step 1: Understanding Market Dynamics
Step 2: Understanding Risks Involved & Timing of Entry
Analyze the different types of risks involved in entering a new market
No knowledge of market

Page 24
Market entry strategies are generally used by companies entering their
the same location. Recently
these strategies have become very popular on account of companies started
looking for diversifying into emerging countries. The broad framework for

Analyze the different types of risks involved in entering a new market
2014 SPJIMR Consulting Casebook

Also, the company has to take into account the timing of entry i.e. first mover or
late entrant and depending on that redefine the value proposition and market
entry strategy.

Step 3: Types of Market Entry Options

1. Licensing is defined as the method of foreign o
country agrees to permit a company in another country to use the manufacturing,
processing, trademark, know-how or some other skill provided by the licensor.
It is quite similar to the franchise operation. Coca Cola is an
of licensing. In Zimbabwe, United Bottlers have the licensee to make Coke.
2. Joint ventures can be defined as an enterprise in which two or more investors
share ownership and control over property rights and operation.
Joint ventures are a more extensive form of participation than either exporting or
licensing. In Zimbabwe, Olivine industries have a joint venture agreement with HJ
Heinz in food processing.
3. Ownership: The most extensive form of participation is 100% ownership and
this involves the greatest commitment in capital and managerial effort. The ability
to communicate and control 100% may outweigh any of the disadvantages of
joint ventures and licensing. However, as mentioned earlier, repatriation of
earnings and capital has to be carefully monitored. The more unstable the
environment the less likely is the ownership pathway an option.
4. Export processing zones (EPZ): Whilst not strictly speaking an entry
EPZs serve as an entry into a market. They are primarily
for would be investors but can also provide employment for the host country and
the transfer of skills as well as provide a base for the flow of goods in and out of
the country.

2.5 The BCG Matrix


pany has to take into account the timing of entry i.e. first mover or
late entrant and depending on that redefine the value proposition and market
Step 3: Types of Market Entry Options
is defined as the method of foreign operation whereby a firm in one
country agrees to permit a company in another country to use the manufacturing,
how or some other skill provided by the licensor.
It is quite similar to the franchise operation. Coca Cola is an excellent example
of licensing. In Zimbabwe, United Bottlers have the licensee to make Coke.
can be defined as an enterprise in which two or more investors
share ownership and control over property rights and operation.
are a more extensive form of participation than either exporting or
licensing. In Zimbabwe, Olivine industries have a joint venture agreement with HJ
: The most extensive form of participation is 100% ownership and
his involves the greatest commitment in capital and managerial effort. The ability
to communicate and control 100% may outweigh any of the disadvantages of
joint ventures and licensing. However, as mentioned earlier, repatriation of
s to be carefully monitored. The more unstable the
environment the less likely is the ownership pathway an option.
(EPZ): Whilst not strictly speaking an entry
EPZs serve as an entry into a market. They are primarily an investment incentive
for would be investors but can also provide employment for the host country and
the transfer of skills as well as provide a base for the flow of goods in and out of

Page 25
pany has to take into account the timing of entry i.e. first mover or
late entrant and depending on that redefine the value proposition and market
peration whereby a firm in one
country agrees to permit a company in another country to use the manufacturing,
how or some other skill provided by the licensor.
excellent example
of licensing. In Zimbabwe, United Bottlers have the licensee to make Coke.
can be defined as an enterprise in which two or more investors
are a more extensive form of participation than either exporting or
licensing. In Zimbabwe, Olivine industries have a joint venture agreement with HJ
: The most extensive form of participation is 100% ownership and
his involves the greatest commitment in capital and managerial effort. The ability
to communicate and control 100% may outweigh any of the disadvantages of
joint ventures and licensing. However, as mentioned earlier, repatriation of
s to be carefully monitored. The more unstable the
(EPZ): Whilst not strictly speaking an entry-strategy,
an investment incentive
for would be investors but can also provide employment for the host country and
the transfer of skills as well as provide a base for the flow of goods in and out of
2014 SPJIMR Consulting Casebook

The BCG matrix (Boston Box, Bos
the Bruce Henderson for the Boston Consulting Group in 1968 to help
corporations with analyzing their business units or product lines. The matrix is
used as a tool by companies to allocate its resources among i
lines. It is also a useful tool to classify, understand and possibly predict the
performance of its products.



The model is a 2X2 matrix that classifies products based on their Relative market
share and Market growth rate into four c
Rationale for Classification

Market Growth rate A growing market is always a good sign because it implies
greater demand and more opportunities for business to earn revenues. But it also
means that to tap the market, businesses will have to
capacity, generating awareness and building efficient distribution channels etc. A
growth rate of over 10% is considered to be desirable in any market.
Relative Market share Relative market share is used as an indicator to assess
ability to generate cash flows. If the largest competitor has a 60% share and if
your company has a 20% share then the ratio works out to be 3:1. This indicates

The BCG matrix (Boston Box, Boston Matrix, portfolio diagram) was created by
the Bruce Henderson for the Boston Consulting Group in 1968 to help
corporations with analyzing their business units or product lines. The matrix is
used as a tool by companies to allocate its resources among its various product
lines. It is also a useful tool to classify, understand and possibly predict the


The model is a 2X2 matrix that classifies products based on their Relative market
share and Market growth rate into four categories.
A growing market is always a good sign because it implies
greater demand and more opportunities for business to earn revenues. But it also
means that to tap the market, businesses will have to invest in expanding
capacity, generating awareness and building efficient distribution channels etc. A
growth rate of over 10% is considered to be desirable in any market.
Relative market share is used as an indicator to assess
ility to generate cash flows. If the largest competitor has a 60% share and if
your company has a 20% share then the ratio works out to be 3:1. This indicates

Page 26
ton Matrix, portfolio diagram) was created by
the Bruce Henderson for the Boston Consulting Group in 1968 to help
corporations with analyzing their business units or product lines. The matrix is
ts various product
lines. It is also a useful tool to classify, understand and possibly predict the
The model is a 2X2 matrix that classifies products based on their Relative market
A growing market is always a good sign because it implies
greater demand and more opportunities for business to earn revenues. But it also
invest in expanding
capacity, generating awareness and building efficient distribution channels etc. A

Relative market share is used as an indicator to assess
ility to generate cash flows. If the largest competitor has a 60% share and if
your company has a 20% share then the ratio works out to be 3:1. This indicates
2014 SPJIMR Consulting Casebook

that your brand is in a relatively weaker position. But consider the case where the
ratio is reverse (i.e. you own 60% share and your largest competitor 20%) then
you are in a relatively stronger position. The latter scenario is believed to yield
greater profits.

Classification in the life cycle of a Product

Question marks (High growth, Low Market
Also known as the problem child they require a lot of cash since they are placed in
high growth markets. But since they have smaller market shares they do not yield
a lot of cash in return. They have the potential to become Stars but only after
heavy investment but may also turn into Dogs. The BCG model suggests that
except for a few question marks that show true potential to yield profits the
remainder must be divested.
Stars (High growth, High market share)
They require a lot of investment b
Holding on to Stars may eventually be very beneficial once they turn into Cash
Cows.
Cash cows (Low growth, High market share)
Cash cows are the ideal product category for a company. They signify minimal
investment but excess returns. The strategy is to milk them for all they are worth
to invest the money in products that are Stars. Once the market matures further
and market share or size drops then they will turn to dogs.
Dogs (Low growth. Low market sha
These units may break even but other than ensuring synergies and providing the
social benefit of jobs to a few people; these products are worthless because they
barely generate any profits. The suggested strategy is to liquidate them.
Limitations
High growth and high market share are not the only determinants of
market attractiveness and profitability

that your brand is in a relatively weaker position. But consider the case where the
rse (i.e. you own 60% share and your largest competitor 20%) then
you are in a relatively stronger position. The latter scenario is believed to yield
Classification in the life cycle of a Product
(High growth, Low Market share)
Also known as the problem child they require a lot of cash since they are placed in
high growth markets. But since they have smaller market shares they do not yield
a lot of cash in return. They have the potential to become Stars but only after
eavy investment but may also turn into Dogs. The BCG model suggests that
except for a few question marks that show true potential to yield profits the

(High growth, High market share)
They require a lot of investment but at the same time they generate a lot of cash.
Holding on to Stars may eventually be very beneficial once they turn into Cash
(Low growth, High market share)-
Cash cows are the ideal product category for a company. They signify minimal
investment but excess returns. The strategy is to milk them for all they are worth
to invest the money in products that are Stars. Once the market matures further
and market share or size drops then they will turn to dogs.
(Low growth. Low market share)-
These units may break even but other than ensuring synergies and providing the
social benefit of jobs to a few people; these products are worthless because they
barely generate any profits. The suggested strategy is to liquidate them.
igh growth and high market share are not the only determinants of
market attractiveness and profitability

Page 27
that your brand is in a relatively weaker position. But consider the case where the
rse (i.e. you own 60% share and your largest competitor 20%) then
you are in a relatively stronger position. The latter scenario is believed to yield
Also known as the problem child they require a lot of cash since they are placed in
high growth markets. But since they have smaller market shares they do not yield
a lot of cash in return. They have the potential to become Stars but only after
eavy investment but may also turn into Dogs. The BCG model suggests that
except for a few question marks that show true potential to yield profits the
ut at the same time they generate a lot of cash.
Holding on to Stars may eventually be very beneficial once they turn into Cash
Cash cows are the ideal product category for a company. They signify minimal
investment but excess returns. The strategy is to milk them for all they are worth
to invest the money in products that are Stars. Once the market matures further
These units may break even but other than ensuring synergies and providing the
social benefit of jobs to a few people; these products are worthless because they
barely generate any profits. The suggested strategy is to liquidate them.
igh growth and high market share are not the only determinants of
2014 SPJIMR Consulting Casebook

Sometime dogs may generate more cash than cash cows when market sizes
are different

Criticisms
The model promotes the idea of having a portfolio w
quadrants as an ideal strategy. It is also not wise to Milk your best brand just for
the sake of infusing liquidity into an upcoming brand. The focus should always be
on the performance of the leading brand.

2.6 McKinsey 7S Framework

Introduction
The frameworks studied until now primarily focused on the external environment
in order to determine an organizations strategy. 7S is one of the early
management frameworks that speak about aligning strategy to the factors
internal to an organization.

Origin
In the late seventies, Bruce Hendersons BCG was gaining ground quickly owing to
its battery of new ideas. Determined to respond strongly, McKinsey started a
major research project on business strategy in 1977. At the sa
smaller study on organizational effectiveness began under the leadership of Tom
Peters, then a Partner at McKinsey. His study of 43 organizations culminated in
the book In Search of Excellence, which spoke about aligning organizatio
strategy to its structure and systems. Soon after, Tom Peters conceptualized his
findings in a model, along with Bob Waterman and Richard Pascale of McKinsey.
Anthony Athos added the seventh S to the framework, and thus it took the name
7S.

Structure of the framework

Sometime dogs may generate more cash than cash cows when market sizes
The model promotes the idea of having a portfolio with products spread in all four
quadrants as an ideal strategy. It is also not wise to Milk your best brand just for
the sake of infusing liquidity into an upcoming brand. The focus should always be
on the performance of the leading brand.

The frameworks studied until now primarily focused on the external environment
in order to determine an organizations strategy. 7S is one of the early
management frameworks that speak about aligning strategy to the factors
In the late seventies, Bruce Hendersons BCG was gaining ground quickly owing to
its battery of new ideas. Determined to respond strongly, McKinsey started a
major research project on business strategy in 1977. At the same time, a relatively
smaller study on organizational effectiveness began under the leadership of Tom
Peters, then a Partner at McKinsey. His study of 43 organizations culminated in
the book In Search of Excellence, which spoke about aligning organizatio
strategy to its structure and systems. Soon after, Tom Peters conceptualized his
findings in a model, along with Bob Waterman and Richard Pascale of McKinsey.
Anthony Athos added the seventh S to the framework, and thus it took the name


Page 28
Sometime dogs may generate more cash than cash cows when market sizes
ith products spread in all four
quadrants as an ideal strategy. It is also not wise to Milk your best brand just for
the sake of infusing liquidity into an upcoming brand. The focus should always be
The frameworks studied until now primarily focused on the external environment
in order to determine an organizations strategy. 7S is one of the early
management frameworks that speak about aligning strategy to the factors
In the late seventies, Bruce Hendersons BCG was gaining ground quickly owing to
its battery of new ideas. Determined to respond strongly, McKinsey started a
me time, a relatively
smaller study on organizational effectiveness began under the leadership of Tom
Peters, then a Partner at McKinsey. His study of 43 organizations culminated in
the book In Search of Excellence, which spoke about aligning organizations
strategy to its structure and systems. Soon after, Tom Peters conceptualized his
findings in a model, along with Bob Waterman and Richard Pascale of McKinsey.
Anthony Athos added the seventh S to the framework, and thus it took the name
2014 SPJIMR Consulting Casebook

The 7S framework believes that organizational effectiveness was a function of
following seven inter-linked factors:
Strategy: the plan devised to maintain and build competitive advantage
over the competition.
Structure: the way the org
whom.
Systems: the daily activities & procedures that staff members engage in to
get the job done.
Shared Values: called superordinate goals when the model was first
developed, these are the core values of th
the corporate culture and the general work ethic.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the employees working for the
company.

The 7S framework believes that organizational effectiveness was a function of
linked factors:
: the plan devised to maintain and build competitive advantage

: the way the organization is structured and who reports to
: the daily activities & procedures that staff members engage in to
: called superordinate goals when the model was first
developed, these are the core values of the company that are evidenced in
the corporate culture and the general work ethic.
: the style of leadership adopted.
: the employees and their general capabilities.
: the actual skills and competencies of the employees working for the

Page 29
The 7S framework believes that organizational effectiveness was a function of
: the plan devised to maintain and build competitive advantage
anization is structured and who reports to
: the daily activities & procedures that staff members engage in to
: called superordinate goals when the model was first
e company that are evidenced in
: the actual skills and competencies of the employees working for the

2014 SPJIMR Consulting Casebook


The first three form the Hard Elements
Elements. If the hard elements and soft elements are mutually aligned and
reinforce each other, the organization is more likely to succeed.

Impact
The model has widely been used as a tool to assess and monitor changes in the
internal situation of an organization, like restructuring, new processes,
organizational merger, new systems and change of leadership.

Limitation
Little empirical evidence: Some of the orga
organizations studied actually went bust.

2.7 Porters Generic Strategies

Imagine that you have to travel from Delhi to Goa for a pleasure trip with your
family. You do a search on yatra.com and now you have to choose th
Which one would you choose
fare or Kingfisher, which provides a 5
you prefer IndiGo, which is priced similar to Spicejet, but has an impeccable
record of being on time and providing great service?
Who do these companies offer different services? It is because these follow
different competitive strategies. These different strategies were first explained by
Michael Porter and are known as
Porter represents the Competitive Position School of Thought
thought believes that a firms success depends on how it
respect to its competitors in the market. This school of thought is different from
the Resource Based Approach
competency based on the resources
to create value.

Hard Elements while the remaining four form the
. If the hard elements and soft elements are mutually aligned and
reinforce each other, the organization is more likely to succeed.
widely been used as a tool to assess and monitor changes in the
internal situation of an organization, like restructuring, new processes,
organizational merger, new systems and change of leadership.
Little empirical evidence: Some of the organizations initially a part of 43
organizations studied actually went bust.
Porters Generic Strategies
Imagine that you have to travel from Delhi to Goa for a pleasure trip with your
family. You do a search on yatra.com and now you have to choose th
Which one would you choose Spicejet, which provides you with the cheapest
fare or Kingfisher, which provides a 5-star treatment to your family? Or, would
you prefer IndiGo, which is priced similar to Spicejet, but has an impeccable
eing on time and providing great service?
Who do these companies offer different services? It is because these follow
different competitive strategies. These different strategies were first explained by
and are known as Porters Generic Strategies.
Competitive Position School of Thought. This school of
thought believes that a firms success depends on how it positions
respect to its competitors in the market. This school of thought is different from
Resource Based Approach, which talks about building the companys
resources and capabilities available with the company,

Page 30
while the remaining four form the Soft
. If the hard elements and soft elements are mutually aligned and
widely been used as a tool to assess and monitor changes in the
internal situation of an organization, like restructuring, new processes,
nizations initially a part of 43
Imagine that you have to travel from Delhi to Goa for a pleasure trip with your
family. You do a search on yatra.com and now you have to choose the airline.
Spicejet, which provides you with the cheapest
star treatment to your family? Or, would
you prefer IndiGo, which is priced similar to Spicejet, but has an impeccable
Who do these companies offer different services? It is because these follow
different competitive strategies. These different strategies were first explained by
. This school of
positions itself with
respect to its competitors in the market. This school of thought is different from
, which talks about building the companys core
available with the company,
2014 SPJIMR Consulting Casebook


Competitive Advantage
It is the ability of an organization to add more value to its c
and therefore attain a position of relative advantage. It gives the firm an edge
over its rivals.

Competitive Strategy
It is the means by which an organization seeks to achieve and sustain its
competitive advantage. The competit
Strategic scope This is a demand
composition of the market the player intends to target. For example, Dells scope
is mainly limited to laptops, whereas Apples scope is
from laptops, phones, music players etc.
Strategic strength This is a supply
core competency of the firm. The strategic strength could be classified into two
Cost and Product Differentiation. For example, McDonalds focuses on cost of its
product, whereas a high-end hotel such as The Taj differentiates through its
products.

The 3 Generic Strategies

Based on the two dimensions of scope and strength, Porter came up with three
strategies, called the Generic Strategies because they can be applied to products
or services in all industries, and to organizations of all sizes. These are

The Cost Leadership Strategy
This strategy is all about gaining competitive advantage over competi
reducing costs. There are two main ways of achieving this within a Cost
Leadership strategy:
Increasing profits by reducing costs considerably, while charging industry
average prices

It is the ability of an organization to add more value to its customers than its rivals
and therefore attain a position of relative advantage. It gives the firm an edge
It is the means by which an organization seeks to achieve and sustain its
competitive advantage. The competitive strategies fall along two dimensions
This is a demand-side dimension and looks at the size and
composition of the market the player intends to target. For example, Dells scope
is mainly limited to laptops, whereas Apples scope is far more broader, ranging
from laptops, phones, music players etc.
This is a supply-side dimension and looks at the strength or
core competency of the firm. The strategic strength could be classified into two
rentiation. For example, McDonalds focuses on cost of its
end hotel such as The Taj differentiates through its
Based on the two dimensions of scope and strength, Porter came up with three
egies, called the Generic Strategies because they can be applied to products
or services in all industries, and to organizations of all sizes. These are
The Cost Leadership Strategy
This strategy is all about gaining competitive advantage over competi
reducing costs. There are two main ways of achieving this within a Cost
Increasing profits by reducing costs considerably, while charging industry

Page 31
ustomers than its rivals
and therefore attain a position of relative advantage. It gives the firm an edge
It is the means by which an organization seeks to achieve and sustain its
ive strategies fall along two dimensions
side dimension and looks at the size and
composition of the market the player intends to target. For example, Dells scope
far more broader, ranging
side dimension and looks at the strength or
core competency of the firm. The strategic strength could be classified into two
rentiation. For example, McDonalds focuses on cost of its
end hotel such as The Taj differentiates through its
Based on the two dimensions of scope and strength, Porter came up with three
egies, called the Generic Strategies because they can be applied to products
or services in all industries, and to organizations of all sizes. These are
This strategy is all about gaining competitive advantage over competitors by
reducing costs. There are two main ways of achieving this within a Cost
Increasing profits by reducing costs considerably, while charging industry-
2014 SPJIMR Consulting Casebook

Volumes Increasing market share through charging lower pr
making a reasonable profit on each sale because youve reduced costs

Companies that are successful in achieving Cost Leadership usually have:

Economies of scale
Access to the capital
Very efficient supply chain
Superior management
Use of technology
A low cost base (labor, materials, facilities)
For example, low cost airlines such as Spice Jet offer lowest fares to the
customers and earn profits through the high volume of customers from the
middle class who can afford t
the cheapest prices.

The Differentiation Strategy
Differentiation involves making your products or services different from and more
attractive those of your competitors. This differentiation could be bro
by features, functionality, durability, support and also brand image that that
customers value.
To make a success of a Differentiation strategy, organizations need
Innovation in products
R&D
High Quality products and services
Creation of a superior brand
Effective sales and marketing
High service levels
For example, Kingfisher airlines offer luxury airlines and cater to those who want
a 5-star experience during their flights. It charges a higher premium and works on

Increasing market share through charging lower prices, while still
making a reasonable profit on each sale because youve reduced costs
Companies that are successful in achieving Cost Leadership usually have:

A low cost base (labor, materials, facilities)
For example, low cost airlines such as Spice Jet offer lowest fares to the
customers and earn profits through the high volume of customers from the
middle class who can afford these airlines. Micromax provides mobile phones at

Differentiation involves making your products or services different from and more
attractive those of your competitors. This differentiation could be bro
by features, functionality, durability, support and also brand image that that
To make a success of a Differentiation strategy, organizations need -
High Quality products and services
Creation of a superior brand
Effective sales and marketing
For example, Kingfisher airlines offer luxury airlines and cater to those who want
ience during their flights. It charges a higher premium and works on

Page 32
ices, while still
making a reasonable profit on each sale because youve reduced costs
Companies that are successful in achieving Cost Leadership usually have:
For example, low cost airlines such as Spice Jet offer lowest fares to the
customers and earn profits through the high volume of customers from the
hese airlines. Micromax provides mobile phones at
Differentiation involves making your products or services different from and more
attractive those of your competitors. This differentiation could be brought about
by features, functionality, durability, support and also brand image that that

For example, Kingfisher airlines offer luxury airlines and cater to those who want
ience during their flights. It charges a higher premium and works on
2014 SPJIMR Consulting Casebook

margins earned, even if the flights do not get full. Apple offers an iPhone with
distinct features and offers a premium price to its customers.

The Focus Strategy
Companies that use Focus strategies concentrate on particular niche markets and,
by understanding the dynamics of that market and the unique needs of customers
within it, develop uniquely low cost or well
Companies following this strategy ar
operate and are hence are able to build a very strong brand loyalty from their
customers. This makes the particular market less attractive to its competitors.
However, Focus alone is not enough. The company need
competitive advantage whether the company would be a cost leader or a
differentiator.
For example, Indigo follows a Focused Strategy as it runs its flights only on the
main routes, which have high volumes. It does not operate in the r
the smaller cities. In this segment, IndiGo differentiates itself from the other low
cost airlines by its impeccable record of being on time and providing excellent
service.


margins earned, even if the flights do not get full. Apple offers an iPhone with
distinct features and offers a premium price to its customers.
cus strategies concentrate on particular niche markets and,
by understanding the dynamics of that market and the unique needs of customers
within it, develop uniquely low cost or well-specified products for the market.
Companies following this strategy are experts in the niche markets in which they
operate and are hence are able to build a very strong brand loyalty from their
customers. This makes the particular market less attractive to its competitors.
However, Focus alone is not enough. The company needs to decide of the
whether the company would be a cost leader or a
For example, Indigo follows a Focused Strategy as it runs its flights only on the
main routes, which have high volumes. It does not operate in the routes between
the smaller cities. In this segment, IndiGo differentiates itself from the other low
cost airlines by its impeccable record of being on time and providing excellent

Page 33
margins earned, even if the flights do not get full. Apple offers an iPhone with
cus strategies concentrate on particular niche markets and,
by understanding the dynamics of that market and the unique needs of customers
specified products for the market.
e experts in the niche markets in which they
operate and are hence are able to build a very strong brand loyalty from their
customers. This makes the particular market less attractive to its competitors.
s to decide of the
whether the company would be a cost leader or a
For example, Indigo follows a Focused Strategy as it runs its flights only on the
outes between
the smaller cities. In this segment, IndiGo differentiates itself from the other low
cost airlines by its impeccable record of being on time and providing excellent

2014 SPJIMR Consulting Casebook

Criticism
Many critics say that the Generic Strategies lack spec
limiting.
Stuck in the middle Companies that apply more than one strategy, run the risk
of being stuck in the middle, with no competitive advantage. Competitors with a
clear strategy tend to outperform those with an un
strategies. It is difficult to simultaneously provide a differentiated product and
attain low costs (something similar to Heisenbergs Uncertainity Principle!).

2.8 Market Based View
Until the nineties, the predominant thought
by the writings of Bain and Porter, which linked a firms success to its ability to
manage the external environment. Such a view requires a clear demarcation of
external environment or market and hence is called market

When Market based View fails: Chrysler vs. Honda
Consider the example of Chrysler and Honda. Chrysler saw itself as an automaker
competing with other differentiated, yet similar automakers in the market for
cars. In order to build competiti
increase performance and reduce prices. One such way was outsourcing the
production and subsequently the design of its engines so as to reduce costs.
Chrysler was a big established player and naturally woul
bargaining power while sourcing these components.
However, over the years, in spite of following this conventional strategic wisdom,
Chrysler was outpaced as an organization by Honda. In the paper The core
competencies of organization, Pr
never outsource its engines. Honda built its strategy around the firms strength in
building petrol based engines. Honda started with small clip
bicycles, moved to motorbikes, marine engines, genera
these products competes in quite different product markets, but leverages a
common resource in the ability to build quality petrol based engines.

Many critics say that the Generic Strategies lack specificity, lack flexibility, and are
Companies that apply more than one strategy, run the risk
of being stuck in the middle, with no competitive advantage. Competitors with a
clear strategy tend to outperform those with an unclear strategy or multiple
strategies. It is difficult to simultaneously provide a differentiated product and
attain low costs (something similar to Heisenbergs Uncertainity Principle!).
Until the nineties, the predominant thought in strategic management was shaped
by the writings of Bain and Porter, which linked a firms success to its ability to
manage the external environment. Such a view requires a clear demarcation of
external environment or market and hence is called market -based view.
When Market based View fails: Chrysler vs. Honda
Consider the example of Chrysler and Honda. Chrysler saw itself as an automaker
competing with other differentiated, yet similar automakers in the market for
cars. In order to build competitive products to gain the market, it sought ways to
increase performance and reduce prices. One such way was outsourcing the
production and subsequently the design of its engines so as to reduce costs.
Chrysler was a big established player and naturally would enjoy enough
bargaining power while sourcing these components.
However, over the years, in spite of following this conventional strategic wisdom,
Chrysler was outpaced as an organization by Honda. In the paper The core
competencies of organization, Prahalad and Hamel explained why Honda would
never outsource its engines. Honda built its strategy around the firms strength in
building petrol based engines. Honda started with small clip-on engines for
bicycles, moved to motorbikes, marine engines, generators, and cars. Each of
these products competes in quite different product markets, but leverages a
common resource in the ability to build quality petrol based engines.

Page 34
ificity, lack flexibility, and are
Companies that apply more than one strategy, run the risk
of being stuck in the middle, with no competitive advantage. Competitors with a
clear strategy or multiple
strategies. It is difficult to simultaneously provide a differentiated product and
attain low costs (something similar to Heisenbergs Uncertainity Principle!).
in strategic management was shaped
by the writings of Bain and Porter, which linked a firms success to its ability to
manage the external environment. Such a view requires a clear demarcation of
based view.
Consider the example of Chrysler and Honda. Chrysler saw itself as an automaker
competing with other differentiated, yet similar automakers in the market for
ve products to gain the market, it sought ways to
increase performance and reduce prices. One such way was outsourcing the
production and subsequently the design of its engines so as to reduce costs.
d enjoy enough
However, over the years, in spite of following this conventional strategic wisdom,
Chrysler was outpaced as an organization by Honda. In the paper The core
ahalad and Hamel explained why Honda would
never outsource its engines. Honda built its strategy around the firms strength in
on engines for
tors, and cars. Each of
these products competes in quite different product markets, but leverages a

2014 SPJIMR Consulting Casebook


2.9 Resource Based View
A resource based view conceptualizes the firm as a bundle o
resources, and the way that they are combined, that make firms different from
one another and in turn allow a firm to deliver products and services in the
market.

Identifying Key Resources
A firms resources could be of three ty
Tangible Resources: e.g. Plant, equipment, financial reserves
Intangible Resources: e.g. Brand, patents, technology, reputation
Personnel Resources: e.g. Culture, expertise, commitment
Not all the resources are strategically important. Barne
effective checklist to identify key resources. According to the model, the
is strategically important if it is:
Valuable: It must enable a firm to employ a value
Rare: To be of value, a resource must be
In-imitable: If a valuable resource is controlled by only one firm it could be a
source of a competitive advantage
Non-substitutable: There must be no strategically equivalent valuable resources
that are themselves neither rare no

RBV & Sustained Above Average Returns

A resource based view conceptualizes the firm as a bundle of resources. It is these
resources, and the way that they are combined, that make firms different from
one another and in turn allow a firm to deliver products and services in the
A firms resources could be of three types:
Tangible Resources: e.g. Plant, equipment, financial reserves
Intangible Resources: e.g. Brand, patents, technology, reputation
Personnel Resources: e.g. Culture, expertise, commitment
Not all the resources are strategically important. Barney (1991) provides an
effective checklist to identify key resources. According to the model, the
it is:
Valuable: It must enable a firm to employ a value-creating strategy
Rare: To be of value, a resource must be rare by definition
imitable: If a valuable resource is controlled by only one firm it could be a
source of a competitive advantage
substitutable: There must be no strategically equivalent valuable resources
that are themselves neither rare nor inimitable.
RBV & Sustained Above Average Returns

Page 35
f resources. It is these
resources, and the way that they are combined, that make firms different from
one another and in turn allow a firm to deliver products and services in the
y (1991) provides an
effective checklist to identify key resources. According to the model, the resource

imitable: If a valuable resource is controlled by only one firm it could be a
substitutable: There must be no strategically equivalent valuable resources

2014 SPJIMR Consulting Casebook


While it is important to recognize that firms are different, and have different
resources, this is not to say that the market is not also important. The challenge is
to identify opportunities in the m
the firm. Conversely, resources need to fit with their environment to deliver
competitive advantage. When such resources are built internally and are low in
mobility such that they cannot be imitated, the com
into sustained above average returns.

2.10 The Profitability Framework

Many of the cases presented during the interview may deal with issues of
declining profitability. This is a very helpful framework in laying out your th
in an organized fashion and systematically tackling the issues. The Profitability
Framework starts off by stating that profit is simply a function of revenue and
costs. When a company is facing declining profitability, either revenue has
decreased, costs have increased, or both. The idea here is to understand which
side of the equation is pulling profitability down and how to go about rectifying
the problem.

On the revenue side, a number of factors have been listed that can have an
impact on revenue. This list can be three times as large, depending on the case.
However, do not provide a laundry list of issues that you think might impact
revenue. Whatever you write down must be of significance.
Having said that, you should try to list a few more fac
are willing to cover. The reason being is that interviewers would like to see you
acknowledge that although these factors can have an impact, you have the ability
to prioritize as to the most important!!

On the cost side, you need to see if costs have increased, causing profitability to
go down. It is always a good idea to understand what type of cost has increased.

While it is important to recognize that firms are different, and have different
resources, this is not to say that the market is not also important. The challenge is
to identify opportunities in the market that are relevant to the resource base of
the firm. Conversely, resources need to fit with their environment to deliver
competitive advantage. When such resources are built internally and are low in
mobility such that they cannot be imitated, the competitive advantage translates
into sustained above average returns.
The Profitability Framework
Many of the cases presented during the interview may deal with issues of
declining profitability. This is a very helpful framework in laying out your th
in an organized fashion and systematically tackling the issues. The Profitability
Framework starts off by stating that profit is simply a function of revenue and
costs. When a company is facing declining profitability, either revenue has
costs have increased, or both. The idea here is to understand which
side of the equation is pulling profitability down and how to go about rectifying
, a number of factors have been listed that can have an
e. This list can be three times as large, depending on the case.
However, do not provide a laundry list of issues that you think might impact
revenue. Whatever you write down must be of significance.
Having said that, you should try to list a few more factors under revenue than you
are willing to cover. The reason being is that interviewers would like to see you
acknowledge that although these factors can have an impact, you have the ability
to prioritize as to the most important!!
need to see if costs have increased, causing profitability to
go down. It is always a good idea to understand what type of cost has increased.

Page 36
While it is important to recognize that firms are different, and have different
resources, this is not to say that the market is not also important. The challenge is
arket that are relevant to the resource base of
the firm. Conversely, resources need to fit with their environment to deliver
competitive advantage. When such resources are built internally and are low in
petitive advantage translates
Many of the cases presented during the interview may deal with issues of
declining profitability. This is a very helpful framework in laying out your thoughts
in an organized fashion and systematically tackling the issues. The Profitability
Framework starts off by stating that profit is simply a function of revenue and
costs. When a company is facing declining profitability, either revenue has
costs have increased, or both. The idea here is to understand which
side of the equation is pulling profitability down and how to go about rectifying
, a number of factors have been listed that can have an
e. This list can be three times as large, depending on the case.
However, do not provide a laundry list of issues that you think might impact
tors under revenue than you
are willing to cover. The reason being is that interviewers would like to see you
acknowledge that although these factors can have an impact, you have the ability
need to see if costs have increased, causing profitability to
go down. It is always a good idea to understand what type of cost has increased.
2014 SPJIMR Consulting Casebook

Your interviewer will expect you to provide specific ways on improving costs for
the company.


When you use the Profitability Framework, make sure that you walk through it
first with your interviewer before you begin the analysis. Explain why you are
using this framework and the structure of it. Provide the road map before you
start driving.

2.11 The Blue Ocean Strategy

What is Blue Ocean Strategy (BOS)?
In 2005, W. Chan Kim and Rene Mauborgne introduced this concept in their
book by the same title. Blue Ocean Strategy is creating new demand in an
uncontested market space, or a Blue Ocean, than by competing
with other suppliers for known customers in an existing industry.
What is Red Ocean Strategy (ROS)?
It is exploiting existing demand or competing in existing market to beat the
competitors to gain market share or profit.
Characteristics of BOS

Your interviewer will expect you to provide specific ways on improving costs for
e Profitability Framework, make sure that you walk through it
first with your interviewer before you begin the analysis. Explain why you are
using this framework and the structure of it. Provide the road map before you
trategy
What is Blue Ocean Strategy (BOS)?
In 2005, W. Chan Kim and Rene Mauborgne introduced this concept in their
book by the same title. Blue Ocean Strategy is creating new demand in an
uncontested market space, or a Blue Ocean, than by competing head
with other suppliers for known customers in an existing industry.
What is Red Ocean Strategy (ROS)?
It is exploiting existing demand or competing in existing market to beat the
competitors to gain market share or profit.

Page 37
Your interviewer will expect you to provide specific ways on improving costs for

e Profitability Framework, make sure that you walk through it
first with your interviewer before you begin the analysis. Explain why you are
using this framework and the structure of it. Provide the road map before you
In 2005, W. Chan Kim and Rene Mauborgne introduced this concept in their
book by the same title. Blue Ocean Strategy is creating new demand in an
head-to-head
It is exploiting existing demand or competing in existing market to beat the
2014 SPJIMR Consulting Casebook

Innovation: Instead of focusing on beating the competition, focus on
making the competition irrelevant by creating a leap & value for buyers,
thereby opening up uncontested market space.
Focus on neither cutting edge technology, nor on timing for mar
but rather on aligning innovation with utility, price and cost positions.
Focus on complementary products and service offerings.
Consumers for BOS

Lets take an example to explain types of consumer for Gillette readymade razors
when they introduced there product:
Regular Consumers: Men who uses regularly uses replaceable shaving razor
Potential Consumers: Barbers, men who dont use razor by themselves due to lack
of time or safety issues regarding old shaving razors
Non Existent Consumers: Readymade razors for removing hair for women

Blue Ocean Strategy focuses on creating these types of non
into regular consumers. This not only increases the size of the market but also
increases the innovation (sometimes disruptive inno
Strategic Framework for BOS

Innovation: Instead of focusing on beating the competition, focus on
making the competition irrelevant by creating a leap & value for buyers,
thereby opening up uncontested market space.
Focus on neither cutting edge technology, nor on timing for mar
but rather on aligning innovation with utility, price and cost positions.
Focus on complementary products and service offerings.
Lets take an example to explain types of consumer for Gillette readymade razors
roduced there product:
: Men who uses regularly uses replaceable shaving razor
: Barbers, men who dont use razor by themselves due to lack
of time or safety issues regarding old shaving razors
Readymade razors for removing hair for women
Blue Ocean Strategy focuses on creating these types of non-existent consumers
into regular consumers. This not only increases the size of the market but also
increases the innovation (sometimes disruptive innovation) aspect in any industry
Strategic Framework for BOS (e.g. iPhone Apps)


Page 38
Innovation: Instead of focusing on beating the competition, focus on
making the competition irrelevant by creating a leap & value for buyers,
Focus on neither cutting edge technology, nor on timing for market entry-
but rather on aligning innovation with utility, price and cost positions.
Lets take an example to explain types of consumer for Gillette readymade razors
: Men who uses regularly uses replaceable shaving razor
: Barbers, men who dont use razor by themselves due to lack
Readymade razors for removing hair for women
existent consumers
into regular consumers. This not only increases the size of the market but also
vation) aspect in any industry
2014 SPJIMR Consulting Casebook

The goal in adding these factors of competition is that you will be defining a new
value curvebut this one will be for iPhone app. For that to occur, you will
leverage the Four Actions Framework, which includes four key questions (edited
to be iPhone app-focused):
Which features taken for granted in the app landscape should be
eliminated?
Which features should be reduced well below other features in the app
landscape standard?
Which features should be raised well above other features in the app
landscape standard?
Which features should be created that the app landscape has never
offered?

2.12 Balanced Scorecard
The need
Traditionally, companies measured their performanc
such as ROI, Revenue Growth etc. Some companies look at the operational
measures, such as efficiency, turnover etc. However, to have a holistic idea about
the company performance and to focus attention on critical areas, it is
to have both the financial indicators as well as the operational indicators
together.

Lead and Lag Indicators
Lag indicators help evaluate a process after an event has occurred. Lag indicators
are what the company really wants. The lag indicat
are mostly financial in nature. For example, financial success (ROI, market share,
revenue)
Lead indicators give an early warning, or forecast, of whats likely to happen in the
future. Lead indicators represent the actions
wants. These are long term focused and are non

The goal in adding these factors of competition is that you will be defining a new
but this one will be for iPhone app. For that to occur, you will
ur Actions Framework, which includes four key questions (edited
Which features taken for granted in the app landscape should be
Which features should be reduced well below other features in the app
Which features should be raised well above other features in the app
Which features should be created that the app landscape has never
Traditionally, companies measured their performance through financial measures
such as ROI, Revenue Growth etc. Some companies look at the operational
measures, such as efficiency, turnover etc. However, to have a holistic idea about
the company performance and to focus attention on critical areas, it is
to have both the financial indicators as well as the operational indicators
help evaluate a process after an event has occurred. Lag indicators
are what the company really wants. The lag indicators are short term focused and
are mostly financial in nature. For example, financial success (ROI, market share,
give an early warning, or forecast, of whats likely to happen in the
future. Lead indicators represent the actions a company must take to get what it
wants. These are long term focused and are non-financial and intangible in

Page 39
The goal in adding these factors of competition is that you will be defining a new
but this one will be for iPhone app. For that to occur, you will
ur Actions Framework, which includes four key questions (edited
Which features taken for granted in the app landscape should be
Which features should be reduced well below other features in the app
Which features should be raised well above other features in the app
Which features should be created that the app landscape has never
e through financial measures
such as ROI, Revenue Growth etc. Some companies look at the operational
measures, such as efficiency, turnover etc. However, to have a holistic idea about
the company performance and to focus attention on critical areas, it is essential
to have both the financial indicators as well as the operational indicators
help evaluate a process after an event has occurred. Lag indicators
ors are short term focused and
are mostly financial in nature. For example, financial success (ROI, market share,
give an early warning, or forecast, of whats likely to happen in the
a company must take to get what it
financial and intangible in
2014 SPJIMR Consulting Casebook

nature. For example, training and development, customer service, employee
engagement, BPR (Business Process Reengineering)

Balanced Scorecard combining the lead and lag indicators
Balanced Scorecard (BS) is a strategic performance management tool that helps
organizations translate strategy into operational objectives.


The BS forces the companies to look at the lead and the lag indicators
and hence determine whether improvement in one of the indicators is at the
expense of the other.

Strategic Performance Management Tool
BS is not merely a performance scorecard; it is a performance management tool.
It looks at an organization fro
measure performance and take initiatives to manage performance.

The Customer Perspective: How customers see us?

nature. For example, training and development, customer service, employee
engagement, BPR (Business Process Reengineering)
combining the lead and lag indicators
Balanced Scorecard (BS) is a strategic performance management tool that helps
organizations translate strategy into operational objectives.
The BS forces the companies to look at the lead and the lag indicators
and hence determine whether improvement in one of the indicators is at the
Strategic Performance Management Tool
BS is not merely a performance scorecard; it is a performance management tool.
It looks at an organization from four different perspectives, develops KPIs,
measure performance and take initiatives to manage performance.
The Customer Perspective: How customers see us?

Page 40
nature. For example, training and development, customer service, employee
Balanced Scorecard (BS) is a strategic performance management tool that helps

The BS forces the companies to look at the lead and the lag indicators together
and hence determine whether improvement in one of the indicators is at the
BS is not merely a performance scorecard; it is a performance management tool.
m four different perspectives, develops KPIs,
2014 SPJIMR Consulting Casebook

Businesses today are strongly emphasizing on customer focus and customer
satisfaction. These are leading indicators: if customers are not satisfied, they will
eventually find other suppliers that will meet their needs. Poor performance from
this perspective is thus a leading indicator of future decline.
Some of the examples of measures for the Cust
performance to customer, quality performance for customer, customer
satisfaction rate, customer retention rate, number of repeat customers etc.

The Internal Business Perspective: What must we excel at?
Metrics based on the internal business perspective allow the managers to know
how well their business is running, and whether the products and services
conform to customer requirements (the mission). The measures of internal
process of the company should be those that affect
company the most.
Some examples of measures of this perspective are
function, duplicate activities across functions, service quality,
accreditations/certifications, process bottlenecks etc.

The Learning & Growth Perspective: Can we continue to improve and create
value?
This perspective talks about the companys ability to innovate, learn and respond
to the fast changing environment in the long
capability through employee training and corporate cultural attitudes related to
both individual and corporate self
Some examples of measures for this indicator are employee turnover rate,
training/learning budget per employee, employee satisfaction percent
survey), number of training hours per employee etc.

The Financial Perspective: How do we look to shareholders?
The Financial Perspective shows whether the company strategy and internal
processing are actually contributing to the bottom line imp

Businesses today are strongly emphasizing on customer focus and customer
e leading indicators: if customers are not satisfied, they will
eventually find other suppliers that will meet their needs. Poor performance from
this perspective is thus a leading indicator of future decline.
Some of the examples of measures for the Customer Perspective are
performance to customer, quality performance for customer, customer
satisfaction rate, customer retention rate, number of repeat customers etc.
The Internal Business Perspective: What must we excel at?
e internal business perspective allow the managers to know
how well their business is running, and whether the products and services
conform to customer requirements (the mission). The measures of internal
process of the company should be those that affect the core competencies of the
Some examples of measures of this perspective are number of activities per
function, duplicate activities across functions, service quality,
accreditations/certifications, process bottlenecks etc.
arning & Growth Perspective: Can we continue to improve and create
This perspective talks about the companys ability to innovate, learn and respond
to the fast changing environment in the long-term. This includes building internal
gh employee training and corporate cultural attitudes related to
both individual and corporate self-improvement.
Some examples of measures for this indicator are employee turnover rate,
training/learning budget per employee, employee satisfaction percent
survey), number of training hours per employee etc.
The Financial Perspective: How do we look to shareholders?
The Financial Perspective shows whether the company strategy and internal
processing are actually contributing to the bottom line improvement. This

Page 41
Businesses today are strongly emphasizing on customer focus and customer
e leading indicators: if customers are not satisfied, they will
eventually find other suppliers that will meet their needs. Poor performance from
omer Perspective are delivery
performance to customer, quality performance for customer, customer
satisfaction rate, customer retention rate, number of repeat customers etc.
e internal business perspective allow the managers to know
how well their business is running, and whether the products and services
conform to customer requirements (the mission). The measures of internal
the core competencies of the
number of activities per
function, duplicate activities across functions, service quality,
arning & Growth Perspective: Can we continue to improve and create
This perspective talks about the companys ability to innovate, learn and respond
term. This includes building internal
gh employee training and corporate cultural attitudes related to
Some examples of measures for this indicator are employee turnover rate,
training/learning budget per employee, employee satisfaction percent (through
The Financial Perspective shows whether the company strategy and internal
rovement. This
2014 SPJIMR Consulting Casebook

indicator typically looks at the profitability of the company, market share and the
shareholder value created by the company.
Some examples of measures for this indicator are return on investment, cash
flow, return on capital employed, mark

Translate Strategy into Organizational Objectives
The BS helps in linking the short
long-term strategic objectives. It helps in the
of the company with the stra
business, learning and development) and defines the Key Performance Indicators
for the objectives.

2.13 Total Quality Management
TQM (Total Quality Management) is a structured system for managing the qualit
of products, processes, and resources of an organization in order to satisfy its
customers (internal or external), as well as its suppliers. Its main objective is
continual (if not progressive) customer satisfaction through continuous
improvement; this is accomplished by systematic methods for problem solving,
breakthrough achievement, and sustenance of good results.

The concept of Total Quality Management can also be expressed as Achieving
success by delighting our customers.

TQM is not a departmental project or quality campaign, it is a philosophy that the
organization adapts and implements throughout the company for both a benefit
to the customers and the company. Some examples of development in companies
using TQM are:

Increase in process ownership and employee involvement & empowerment
through the installation of an employee suggestion system.

indicator typically looks at the profitability of the company, market share and the
shareholder value created by the company.
Some examples of measures for this indicator are return on investment, cash
flow, return on capital employed, market share etc.
Translate Strategy into Organizational Objectives
short-term actions taken by the company with the
term strategic objectives. It helps in the alignment of the vision and mission
of the company with the strategic objectives (financial, customer, internal
business, learning and development) and defines the Key Performance Indicators
Total Quality Management
TQM (Total Quality Management) is a structured system for managing the qualit
of products, processes, and resources of an organization in order to satisfy its
customers (internal or external), as well as its suppliers. Its main objective is
continual (if not progressive) customer satisfaction through continuous
s accomplished by systematic methods for problem solving,
breakthrough achievement, and sustenance of good results.
The concept of Total Quality Management can also be expressed as Achieving
success by delighting our customers.
tal project or quality campaign, it is a philosophy that the
organization adapts and implements throughout the company for both a benefit
to the customers and the company. Some examples of development in companies
ship and employee involvement & empowerment
through the installation of an employee suggestion system.

Page 42
indicator typically looks at the profitability of the company, market share and the
Some examples of measures for this indicator are return on investment, cash
taken by the company with the
of the vision and mission
tegic objectives (financial, customer, internal
business, learning and development) and defines the Key Performance Indicators
TQM (Total Quality Management) is a structured system for managing the quality
of products, processes, and resources of an organization in order to satisfy its
customers (internal or external), as well as its suppliers. Its main objective is
continual (if not progressive) customer satisfaction through continuous
s accomplished by systematic methods for problem solving,
The concept of Total Quality Management can also be expressed as Achieving
tal project or quality campaign, it is a philosophy that the
organization adapts and implements throughout the company for both a benefit
to the customers and the company. Some examples of development in companies
ship and employee involvement & empowerment
2014 SPJIMR Consulting Casebook

Improved internal customer
the customer exercises, clarifying mutual expectations in measurable
A focused, systematic and structured approach to enhancing customers
satisfaction through the application of process improvement methods that
eliminate / reduce quality problems.

Procedure of TQM model:
There is no standard formula for implemen
TQM in a manner it sees best for its organization. However, a companys TQM
program be structured and internally standardized, i.e., everyone within an
organization must practice TQM in the same manner set forth by mana
A very simple model of TQM consists of the following steps:


Step 1) The company reviews the needs of its customers and if these are being
delivered by the company or not. Activities in this step are often extended to
understand competitors customers. Development of an intimate understanding
of customer needs allows TQM organizations to predict future customer behavior.

supplier relationships through a series of voice of
the customer exercises, clarifying mutual expectations in measurable
focused, systematic and structured approach to enhancing customers
satisfaction through the application of process improvement methods that
eliminate / reduce quality problems.
There is no standard formula for implementing TQM. Every company can exercise
TQM in a manner it sees best for its organization. However, a companys TQM
program be structured and internally standardized, i.e., everyone within an
organization must practice TQM in the same manner set forth by mana
A very simple model of TQM consists of the following steps:
Step 1) The company reviews the needs of its customers and if these are being
delivered by the company or not. Activities in this step are often extended to
stomers. Development of an intimate understanding
of customer needs allows TQM organizations to predict future customer behavior.

Page 43
supplier relationships through a series of voice of
the customer exercises, clarifying mutual expectations in measurable terms.
focused, systematic and structured approach to enhancing customers
satisfaction through the application of process improvement methods that
ting TQM. Every company can exercise
TQM in a manner it sees best for its organization. However, a companys TQM
program be structured and internally standardized, i.e., everyone within an
organization must practice TQM in the same manner set forth by management.

Step 1) The company reviews the needs of its customers and if these are being
delivered by the company or not. Activities in this step are often extended to
stomers. Development of an intimate understanding
of customer needs allows TQM organizations to predict future customer behavior.
2014 SPJIMR Consulting Casebook

Step 2) The company plans the activities needed (both day
activities) to meet these customer needs.

Step 3) TQM organizations use the methods of process management to develop
cost-controlled processes that are stable and capable of meeting customer
expectations.

Step 4) TQM organizations also understand that exceptional performance today
may be unacceptable performance in the future so they use the concepts of
process improvement to achieve both breakthrough gains and incremental
continuous improvement

Step 5) The final element of the TQM model is total participation. Organizations
that use TQM understand that all work is performed through people. This has to
begin with leadership. In TQM organizations, top management takes personal
responsibility for implementing, nurturing, and refining all TQM activities.
Management and employees work together to crea
environment where people are valued.
Note that Steps 1-5 above constitute a cycle, and may be iterated indefinitely for
continuous improvement.

TQM & Six Sigma
In comparison, Six Sigma is more than just a process improvement program as
based on concepts that focus on continuous quality improvements for achieving
near perfection by restricting the number of possible defects to less than 3.4
defects per million. It is complementary to Statistical Process Control (SPC), which
uses statistical methods for monitoring and controlling business processes.
Although both SPC and TQM help in improving quality, they often reach a stage
after which no further quality improvements can be made.
The basic difference between Six Sigma and TQM is th
views quality as conformance to internal requirements, Six Sigma focuses on

Step 2) The company plans the activities needed (both day-to-day and long
activities) to meet these customer needs.
ep 3) TQM organizations use the methods of process management to develop
controlled processes that are stable and capable of meeting customer
Step 4) TQM organizations also understand that exceptional performance today
ble performance in the future so they use the concepts of
process improvement to achieve both breakthrough gains and incremental
Step 5) The final element of the TQM model is total participation. Organizations
nd that all work is performed through people. This has to
begin with leadership. In TQM organizations, top management takes personal
responsibility for implementing, nurturing, and refining all TQM activities.
Management and employees work together to create an empowered
environment where people are valued.
5 above constitute a cycle, and may be iterated indefinitely for
In comparison, Six Sigma is more than just a process improvement program as
based on concepts that focus on continuous quality improvements for achieving
near perfection by restricting the number of possible defects to less than 3.4
defects per million. It is complementary to Statistical Process Control (SPC), which
tistical methods for monitoring and controlling business processes.
Although both SPC and TQM help in improving quality, they often reach a stage
after which no further quality improvements can be made.
The basic difference between Six Sigma and TQM is the approach. While TQM
views quality as conformance to internal requirements, Six Sigma focuses on

Page 44
day and long-term
ep 3) TQM organizations use the methods of process management to develop
controlled processes that are stable and capable of meeting customer
Step 4) TQM organizations also understand that exceptional performance today
ble performance in the future so they use the concepts of
process improvement to achieve both breakthrough gains and incremental
Step 5) The final element of the TQM model is total participation. Organizations
nd that all work is performed through people. This has to
begin with leadership. In TQM organizations, top management takes personal
responsibility for implementing, nurturing, and refining all TQM activities.
te an empowered
5 above constitute a cycle, and may be iterated indefinitely for
In comparison, Six Sigma is more than just a process improvement program as it is
based on concepts that focus on continuous quality improvements for achieving
near perfection by restricting the number of possible defects to less than 3.4
defects per million. It is complementary to Statistical Process Control (SPC), which
tistical methods for monitoring and controlling business processes.
Although both SPC and TQM help in improving quality, they often reach a stage
e approach. While TQM
views quality as conformance to internal requirements, Six Sigma focuses on
2014 SPJIMR Consulting Casebook

improving quality by reducing the number of defects. The end result may be the
same in both the concepts (i.e. producing better quality products).
Six Sigma helps organizations in reducing operational costs by focusing on defect
reduction, cycle time reduction, and cost savings. It focuses on identifying and
eliminating costs that provide no value to customers such as costs incurred due to
waste.

TQM initiatives focus on improving individual operations within unrelated
business processes whereas Six Sigma programs focus on improving all the
operations within a single business process.

Six Sigma projects require the skills of professionals that are certified
belts whereas TQM initiatives are usually a part
managed by non-dedicated managers.


3. BRAINTEASERS
First, Two Brain Teasersa little something to get you in the mood!

BRAIN TEASER #1 PHILOSOPHERS CHILDREN
A conversation took place between two friends, a philosopher and a
mathematician, who had not seen each or
mathematician, who had an exceedingly good memory, asked the philosopher
how many children he had. The philosopher replie
mathematician then asked how old the children were.
much most mathematicians enjoy puzzles, said that he
of clues to the children's ages.
children's ages is 36." The mathematician immediately replied that
insufficient information. The philosopher's second clue: "All of the children's ages
are integers; none are fractional

improving quality by reducing the number of defects. The end result may be the
same in both the concepts (i.e. producing better quality products).
helps organizations in reducing operational costs by focusing on defect
reduction, cycle time reduction, and cost savings. It focuses on identifying and
eliminating costs that provide no value to customers such as costs incurred due to
ives focus on improving individual operations within unrelated
business processes whereas Six Sigma programs focus on improving all the
operations within a single business process.
Six Sigma projects require the skills of professionals that are certified
belts whereas TQM initiatives are usually a part-time activity that can be
dedicated managers.
a little something to get you in the mood!
BRAIN TEASER #1 PHILOSOPHERS CHILDREN
sation took place between two friends, a philosopher and a
not seen each or heard from each other in years. The
mathematician, who had an exceedingly good memory, asked the philosopher
many children he had. The philosopher replied that he had three. The
mathematician then asked how old the children were. His friend, who knew how
mathematicians enjoy puzzles, said that he would give him a number
children's ages. The philosopher's first clue: "The product o
children's ages is 36." The mathematician immediately replied that
The philosopher's second clue: "All of the children's ages
are integers; none are fractional ages, such as 1 and years old." Still, the

Page 45
improving quality by reducing the number of defects. The end result may be the
helps organizations in reducing operational costs by focusing on defect
reduction, cycle time reduction, and cost savings. It focuses on identifying and
eliminating costs that provide no value to customers such as costs incurred due to
ives focus on improving individual operations within unrelated
business processes whereas Six Sigma programs focus on improving all the
Six Sigma projects require the skills of professionals that are certified as black
time activity that can be
sation took place between two friends, a philosopher and a
heard from each other in years. The
mathematician, who had an exceedingly good memory, asked the philosopher
d that he had three. The
His friend, who knew how
give him a number
The philosopher's first clue: "The product of the
children's ages is 36." The mathematician immediately replied that this was
The philosopher's second clue: "All of the children's ages
years old." Still, the
2014 SPJIMR Consulting Casebook

mathematician could not deduce the correct answer.
"The sum of the three children's ages is identical to the address of the house
where we played chess together often, years ago." The
required more information (but a
street number). The philosopher then gave his fourth clue: "The oldest child looks
like me." At this point, the mathematician was
three children. Here is your problem: What are the ag

BRAIN TEASER #2 9 MARBLES
You have nine marbles that are identical in every respect, except exactly one
marble is a slightly different weight
weight. The weight difference is very smal
are limited to two or less measurements. In two or less measurements, determine
exactly which marble is different in


4. TYPES OF CASES
4.1 Profitability /operations
CASE 1: CHILLED BEVERAGES

Question (posed by interviewer):
of a large consumer products company. Her division produces fruit
forms, all marketed under the same name: chilled (found in the milk section of
the supermarket, usually), juice boxes, and frozen concentrate. This division has
sales of $600 million per year. The entire company
The chilled segment represents $120 million in sales per year. While juice boxes
and frozen concentrate are profitable, chilled juices are only breaking even in
good quarters and losing money in bad
from upper management to sell the chilled juices business. What would you
advise that she do? Information to be given if aske

ian could not deduce the correct answer. The philosopher's third clue:
"The sum of the three children's ages is identical to the address of the house
played chess together often, years ago." The mathematician
required more information (but assume the mathematician remembered the
The philosopher then gave his fourth clue: "The oldest child looks
like me." At this point, the mathematician was able to determine the ages of the
three children. Here is your problem: What are the ages of the three children?

You have nine marbles that are identical in every respect, except exactly one
marble is a slightly different weight than the others. The others are identical in
weight. The weight difference is very small. You have a balancing scale, but
are limited to two or less measurements. In two or less measurements, determine
exactly which marble is different in weight from the rest.


uestion (posed by interviewer): You are consulting for the manager of a division
of a large consumer products company. Her division produces fruit juices in three
forms, all marketed under the same name: chilled (found in the milk section of
usually), juice boxes, and frozen concentrate. This division has
sales of $600 million per year. The entire company has sales of over $20 billion.
The chilled segment represents $120 million in sales per year. While juice boxes
e profitable, chilled juices are only breaking even in
good quarters and losing money in bad quarters. She has received a proposal
from upper management to sell the chilled juices business. What would you
Information to be given if asked:

Page 46
The philosopher's third clue:
"The sum of the three children's ages is identical to the address of the house
mathematician still
remembered the
The philosopher then gave his fourth clue: "The oldest child looks
able to determine the ages of the
es of the three children?
You have nine marbles that are identical in every respect, except exactly one
than the others. The others are identical in
l. You have a balancing scale, but you
are limited to two or less measurements. In two or less measurements, determine
You are consulting for the manager of a division
juices in three
forms, all marketed under the same name: chilled (found in the milk section of
usually), juice boxes, and frozen concentrate. This division has
has sales of over $20 billion.
The chilled segment represents $120 million in sales per year. While juice boxes
e profitable, chilled juices are only breaking even in
quarters. She has received a proposal
from upper management to sell the chilled juices business. What would you
2014 SPJIMR Consulting Casebook

Market/Competitors
__ Chilled beverages are a $5 billion dollar industry nationwide.
__ The two largest players that have 40% and 25% of the market,
respectively.
__ Your clients market share, 12%, makes her third in the industry.
__ The best available information indicates that the two market leaders are
profitable.
__ The two market leaders are able to fund more advertising and more
promotion, trade and couponing that your
Product
__ The market leaders produce pure orange juice and blends that
on citrus juices.
__ Your product uses more elaborate blends of juices, usually with a base of
pear or peach juice (95% of the
bananas, mangoes, etc. (the other 5% of the inputs). Pear and peach juice
are about the same price as orange juice, but the other flavorings cost
about twice as much.
Consumers
__ The market for chilled juices is essentially mothers with school age
children. This is a highly price sensitive
promotions, etc.
__ Brand name is important in this market, as in juice boxes and frozen
concentrate, as mothers tend to prefer
children. However, the brand premium must be in line with other branded
products. Therefore, all branded juic
Operations
__ One plant in California produces all of the products; chilled, juice boxes
and frozen. It would be difficult to
major conversion.

Solution:

__ Chilled beverages are a $5 billion dollar industry nationwide.
__ The two largest players that have 40% and 25% of the market,
__ Your clients market share, 12%, makes her third in the industry.
information indicates that the two market leaders are
__ The two market leaders are able to fund more advertising and more
promotion, trade and couponing that your client.
__ The market leaders produce pure orange juice and blends that
__ Your product uses more elaborate blends of juices, usually with a base of
pear or peach juice (95% of the inputs) and flavored with cranberries,
bananas, mangoes, etc. (the other 5% of the inputs). Pear and peach juice
bout the same price as orange juice, but the other flavorings cost
__ The market for chilled juices is essentially mothers with school age
children. This is a highly price sensitive market that loves coupons,
__ Brand name is important in this market, as in juice boxes and frozen
concentrate, as mothers tend to prefer highly reliable products for their
children. However, the brand premium must be in line with other branded
products. Therefore, all branded juices tend to sell in the same price range.
__ One plant in California produces all of the products; chilled, juice boxes
and frozen. It would be difficult to find another use for the plant without a

Page 47
__ Chilled beverages are a $5 billion dollar industry nationwide.
__ The two largest players that have 40% and 25% of the market,
__ Your clients market share, 12%, makes her third in the industry.
information indicates that the two market leaders are
__ The two market leaders are able to fund more advertising and more
__ The market leaders produce pure orange juice and blends that are based
__ Your product uses more elaborate blends of juices, usually with a base of
inputs) and flavored with cranberries,
bananas, mangoes, etc. (the other 5% of the inputs). Pear and peach juice
bout the same price as orange juice, but the other flavorings cost
__ The market for chilled juices is essentially mothers with school age
market that loves coupons,
__ Brand name is important in this market, as in juice boxes and frozen
highly reliable products for their
children. However, the brand premium must be in line with other branded
es tend to sell in the same price range.
__ One plant in California produces all of the products; chilled, juice boxes
another use for the plant without a
2014 SPJIMR Consulting Casebook

There are three choices:
1) Sell the chilled juice business. This would, however, affect the juice and
frozen concentrate businesses, as there
manufacturing synergies.
2) Sell all of the juice business. This may be more feasible, as the buyer
could capture the synergies, but would not
business around. The selling price is likely to be low.
3) Keep the chilled juice business and rework the ingredients and costs. This
turns out to be the most feasible
competitors.

CASE 2: SNACK FOOD COMPANY

Question (posed by interviewer):
been losing market share over that past two years, from a high of
current level of 18%. Profits as a perce
What could be causing this?

Information to be given if asked:
Market
__ The size of the total salted snack food market has grown from $15 billion
to $17 billion during these two years;
be that the clients total dollar sales have actually grown, but not kept pace
with the market.)
__ The largest competitors are two multinational consumer products
companies that feature complete lines of snack
companies have 55% of the market.
Product
__ The product line of the client has not changed over this period.
Costs

1) Sell the chilled juice business. This would, however, affect the juice and
frozen concentrate businesses, as there are both advertising and
manufacturing synergies.
2) Sell all of the juice business. This may be more feasible, as the buyer
apture the synergies, but would not be too likely to turn the
business around. The selling price is likely to be low.
3) Keep the chilled juice business and rework the ingredients and costs. This
turns out to be the most feasible option, as evidenced by the success of the
: SNACK FOOD COMPANY
Question (posed by interviewer): A large salted snack food company has steadily
been losing market share over that past two years, from a high of
current level of 18%. Profits as a percent of sales, however, have been growing.
Information to be given if asked:
__ The size of the total salted snack food market has grown from $15 billion
to $17 billion during these two years; (the interviewees conclusion
be that the clients total dollar sales have actually grown, but not kept pace
__ The largest competitors are two multinational consumer products
companies that feature complete lines of snack foods. Together, these two
have 55% of the market.
__ The product line of the client has not changed over this period.

Page 48
1) Sell the chilled juice business. This would, however, affect the juice and
are both advertising and
2) Sell all of the juice business. This may be more feasible, as the buyer
be too likely to turn the
3) Keep the chilled juice business and rework the ingredients and costs. This
e success of the
A large salted snack food company has steadily
been losing market share over that past two years, from a high of 20% to the
nt of sales, however, have been growing.
__ The size of the total salted snack food market has grown from $15 billion
(the interviewees conclusion should
be that the clients total dollar sales have actually grown, but not kept pace
__ The largest competitors are two multinational consumer products
foods. Together, these two
__ The product line of the client has not changed over this period.
2014 SPJIMR Consulting Casebook

__ The costs for the client have changed over this period: (% of selling
price)


Raw ingredients
Conversion Costs
Distribution
Marketing
Sales Force
Pre- tax profit

__ The sales force was cut to reduce costs, though the same number of
outlets are still covered by this sales force.
__ The changes in the marketing budget come from
promotions.
Sales Force/Distribution
__ The products are mostly sold through large grocery store chains and
convenience stores.
__ The sales force generally visits each customer at least once per quarter.
__ Promotions usually occur at the en
convenience stores require some type
of aisle displays or advertising space.
__ Competitors sales forces are regarded as the best in the industry.

Solution:
The data show that the greatest change is in the sales force numbers. It turns out
that the company went on a costcutting
force was drastically cut and the commission scheme was reworked.
marketing expenditure was also decreased. Most
trade promotions. The product is
large grocery chains and convenience stores. These channels are

__ The costs for the client have changed over this period: (% of selling
Current Two Years ago
28% 26%
24% 24%
8% 9%
16% 18%
7% 9%
17% 14%
__ The sales force was cut to reduce costs, though the same number of
outlets are still covered by this sales force.
__ The changes in the marketing budget come from reduced trade
Sales Force/Distribution
__ The products are mostly sold through large grocery store chains and
__ The sales force generally visits each customer at least once per quarter.
__ Promotions usually occur at the end of each quarter. Grocery stores and
convenience stores require some type of promotion to grant valuable end
of aisle displays or advertising space.
__ Competitors sales forces are regarded as the best in the industry.
reatest change is in the sales force numbers. It turns out
that the company went on a costcutting spree over the past two years. The sales
force was drastically cut and the commission scheme was reworked.
marketing expenditure was also decreased. Most of the reduction came from
trade promotions. The product is sold through the same channels as previously:
large grocery chains and convenience stores. These channels are

Page 49
__ The costs for the client have changed over this period: (% of selling
Two Years ago
__ The sales force was cut to reduce costs, though the same number of
reduced trade
__ The products are mostly sold through large grocery store chains and
__ The sales force generally visits each customer at least once per quarter.
d of each quarter. Grocery stores and
of promotion to grant valuable end
__ Competitors sales forces are regarded as the best in the industry.
reatest change is in the sales force numbers. It turns out
spree over the past two years. The sales
force was drastically cut and the commission scheme was reworked. The
of the reduction came from
sold through the same channels as previously:
traditionally
2014 SPJIMR Consulting Casebook

driven by periodic trade promotions. The reduction in trade promotions b
about a loss of shelf space, which has directly led to the decrease in market share.
Also, the product line has not changed in the past two
where new products and line extensions are routine. In addition, the market has
been growing, indicating a missed opportunity for new products in the market.
Lastly, the increase in profitability has
be sustainable.

CASE 3: TAXI DRIVER IN MUMBAI (BCG)

A taxi driver in Mumbai wants to increa
the owner of the taxi and operates during the day time. The driver starts his day
at the railway station and works for 10

Case Discussion

Candidate: Hi. I would like to clarify a few things befo
Interviewer: Sure.
Candidate: What is the current state of the operations of the taxi driver? Has
there been any recent change in fare policy? I am assuming that fuel, parking fee
and maintenance to be the major cost heads.
overlooking?
Interviewer: Currently, the taxi driver is able to earn enough to make ends meet
but is keen to increase his income. The fare policy is state determined and is
unlikely to change in next 2-3 years. Apart fro
isnt any other hidden cost.
Candidate: Okay. Now since this issue involves increasing income, I would try to
look at increasing revenues and decreasing costs. On the revenue side, is the taxi
driver operating on a fixed route or is he moving from point to point? The reason I
am asking this is if he is operating at a single fixed stand, he might be returning

driven by periodic trade promotions. The reduction in trade promotions b
space, which has directly led to the decrease in market share.
Also, the product line has not changed in the past two years in a product category
where new products and line extensions are routine. In addition, the market has
growing, indicating a missed opportunity for new products in the market.
Lastly, the increase in profitability has resulted from the lower costs, but may not
: TAXI DRIVER IN MUMBAI (BCG)
A taxi driver in Mumbai wants to increase his revenue and profits. The driver is
the owner of the taxi and operates during the day time. The driver starts his day
at the railway station and works for 10-12 hours daily.
: Hi. I would like to clarify a few things before I start analyzing the case.
: What is the current state of the operations of the taxi driver? Has
there been any recent change in fare policy? I am assuming that fuel, parking fee
and maintenance to be the major cost heads. Is there any other cost that I am
: Currently, the taxi driver is able to earn enough to make ends meet
but is keen to increase his income. The fare policy is state determined and is
3 years. Apart from the cost mentioned by you, there
: Okay. Now since this issue involves increasing income, I would try to
look at increasing revenues and decreasing costs. On the revenue side, is the taxi
route or is he moving from point to point? The reason I
am asking this is if he is operating at a single fixed stand, he might be returning

Page 50
driven by periodic trade promotions. The reduction in trade promotions brought
space, which has directly led to the decrease in market share.
years in a product category
where new products and line extensions are routine. In addition, the market has
growing, indicating a missed opportunity for new products in the market.
resulted from the lower costs, but may not
se his revenue and profits. The driver is
the owner of the taxi and operates during the day time. The driver starts his day
re I start analyzing the case.
: What is the current state of the operations of the taxi driver? Has
there been any recent change in fare policy? I am assuming that fuel, parking fee
Is there any other cost that I am
: Currently, the taxi driver is able to earn enough to make ends meet
but is keen to increase his income. The fare policy is state determined and is
m the cost mentioned by you, there
: Okay. Now since this issue involves increasing income, I would try to
look at increasing revenues and decreasing costs. On the revenue side, is the taxi
route or is he moving from point to point? The reason I
am asking this is if he is operating at a single fixed stand, he might be returning
2014 SPJIMR Consulting Casebook

empty to that stand; on the other hand, moving point to point would increase his
waiting time.
Interviewer: Good that you brought it up. The driver has a spot at the railway
station which is considered a profitable spot but often returns to the station
empty as he doesnt often find people traveling towards the station.
Candidate: Hmm. Is the driver able to find a cu
there a lean phase?
Interviewer : Yes for the first question. This is the reason of the station being a
profitable spot. The trains regularly bring passengers all day long.
Candidate: So, to reduce coming back empty toward
should focus on routes with more potential passengers such as bus stands. He
should try to focus on customers going to bus stand from the station and vice
versa.
Interviewer: Thats a fair suggestion but do you think that it woul
significant difference to the revenues of the driver?
Candidate: I think on the revenues side, we should also try to explore the options
of revenue-sharing of taxi-fare by letting some other driver drive the taxi in the
night.
Interviewer: What would be potential issues with such a system?
Candidate: First issue would be obviously finding such a person on whom the
driver can place the trust. Revenue sharing model and accountability and proper
maintenance would be another issue which needs to be
Interviewer: Is there anything else to increase the revenues?
Candidate: The driver might offer advertisement space on his taxi. He can rely on
references by tying up informally with academic institutions, hotels and such
institutions.
Interviewer: What are the other options available to the driver?
Candidate: I would now focus on the cost side of the operations. Is the taxi
currently operated on LPG/CNG or petrol/diesel? If petrol, what are the switching
cost and variable cost?

empty to that stand; on the other hand, moving point to point would increase his
hat you brought it up. The driver has a spot at the railway
station which is considered a profitable spot but often returns to the station
empty as he doesnt often find people traveling towards the station.
: Hmm. Is the driver able to find a customer easily at the station? Is
Yes for the first question. This is the reason of the station being a
profitable spot. The trains regularly bring passengers all day long.
: So, to reduce coming back empty towards the station, the driver
should focus on routes with more potential passengers such as bus stands. He
should try to focus on customers going to bus stand from the station and vice
: Thats a fair suggestion but do you think that it woul
significant difference to the revenues of the driver?
: I think on the revenues side, we should also try to explore the options
fare by letting some other driver drive the taxi in the
would be potential issues with such a system?
: First issue would be obviously finding such a person on whom the
driver can place the trust. Revenue sharing model and accountability and proper
maintenance would be another issue which needs to be looked into.
: Is there anything else to increase the revenues?
: The driver might offer advertisement space on his taxi. He can rely on
references by tying up informally with academic institutions, hotels and such
: What are the other options available to the driver?
: I would now focus on the cost side of the operations. Is the taxi
currently operated on LPG/CNG or petrol/diesel? If petrol, what are the switching

Page 51
empty to that stand; on the other hand, moving point to point would increase his
hat you brought it up. The driver has a spot at the railway
station which is considered a profitable spot but often returns to the station

stomer easily at the station? Is
Yes for the first question. This is the reason of the station being a
s the station, the driver
should focus on routes with more potential passengers such as bus stands. He
should try to focus on customers going to bus stand from the station and vice
: Thats a fair suggestion but do you think that it would make a
: I think on the revenues side, we should also try to explore the options
fare by letting some other driver drive the taxi in the
: First issue would be obviously finding such a person on whom the
driver can place the trust. Revenue sharing model and accountability and proper

: The driver might offer advertisement space on his taxi. He can rely on
references by tying up informally with academic institutions, hotels and such
: I would now focus on the cost side of the operations. Is the taxi
currently operated on LPG/CNG or petrol/diesel? If petrol, what are the switching
2014 SPJIMR Consulting Casebook

Interviewer: The taxi is currently diesel based. Switching to CNG would require
large one time investment but the funds can be arranged by any public sector
banks which are encouraging such practices. Also, it is cheaper to use CNG over
diesel.
Candidate: And is there any negative effect of CNG on the performance of car?
Interviewer: Not significant.
Candidate : In that case , the driver should switch to CNG. Also, he should focus
on proper maintenance of the vehicle as this would increase fuel efficiency and
reduce loss of revenue due to downtime.
Interviewer: Can you come up with any radical solution to increase his income?
Candidate: The driver might collude with other taxi driver to raise the prices. He
can collaborate with drivers from same locality, stand or
The driver can also ask gatekeepers and support staffs of offices and educational
institutes to call him in case anyone wants a means of conveyance.
Interviewer: Sounds good to me. I think we shall move to the next rounds now.
Thanks for your time.

CASE 4: GLOBAL RETAIL BANK (MCKINSEY)

A global retail bank is in the process of expansion. However it is facing declining
profits. The CEO wants you to analyze the issue and advise what the bank should
do.
Case Discussion

Candidate: Hi. I would like to clarify a few things before I start analyzing the case.
Interviewer: Sure.
Candidate: Can I assume that the global retail bank is operating in India where it
is facing the aforesaid issues?
Interviewer: Yes. You can assume India.

: The taxi is currently diesel based. Switching to CNG would require
large one time investment but the funds can be arranged by any public sector
banks which are encouraging such practices. Also, it is cheaper to use CNG over
ere any negative effect of CNG on the performance of car?

In that case , the driver should switch to CNG. Also, he should focus
on proper maintenance of the vehicle as this would increase fuel efficiency and
ce loss of revenue due to downtime.
: Can you come up with any radical solution to increase his income?
: The driver might collude with other taxi driver to raise the prices. He
can collaborate with drivers from same locality, stand or hometown to do this.
The driver can also ask gatekeepers and support staffs of offices and educational
institutes to call him in case anyone wants a means of conveyance.
: Sounds good to me. I think we shall move to the next rounds now.
: GLOBAL RETAIL BANK (MCKINSEY)
A global retail bank is in the process of expansion. However it is facing declining
profits. The CEO wants you to analyze the issue and advise what the bank should
Hi. I would like to clarify a few things before I start analyzing the case.
: Can I assume that the global retail bank is operating in India where it
is facing the aforesaid issues?
: Yes. You can assume India.

Page 52
: The taxi is currently diesel based. Switching to CNG would require
large one time investment but the funds can be arranged by any public sector
banks which are encouraging such practices. Also, it is cheaper to use CNG over
ere any negative effect of CNG on the performance of car?
In that case , the driver should switch to CNG. Also, he should focus
on proper maintenance of the vehicle as this would increase fuel efficiency and
: Can you come up with any radical solution to increase his income?
: The driver might collude with other taxi driver to raise the prices. He
hometown to do this.
The driver can also ask gatekeepers and support staffs of offices and educational
: Sounds good to me. I think we shall move to the next rounds now.
A global retail bank is in the process of expansion. However it is facing declining
profits. The CEO wants you to analyze the issue and advise what the bank should
Hi. I would like to clarify a few things before I start analyzing the case.
: Can I assume that the global retail bank is operating in India where it
2014 SPJIMR Consulting Casebook

Candidate: I follow that the bank is in the process of expansion. Have the
revenues of the bank also been decreasing?
Interviewer: The revenues have been increasing but the profits have been
declining.
Candidate: What is the state of banking industry when
or is it changing? Is the industry facing some issues?
Interviewer: You can assume that it is same as before.
Candidate: Ok. Is it fine if I analyze the revenue first and then the costs?
Interviewer: Fine, go ahead.
Candidate: Retail banks have three principle sources of revenue
income (the value of the balances), debit card interchange, and fees that the bank
charges on various services. I am assuming that the major source of revenue is
loans.
Interviewer: Fine. I would like you to look at loans.
Candidate: A bank generates a profit from the differential between the level of
interest it pays for deposits and other sources of funds, and the level of interest it
charges in its lending activities. Profitability
dependent on the needs and
in the loan structure or the type of customers to whom loans are given out? Is the
bank giving loans to high credit rating customers with low cre
Interviewer: The bank has been giving out more loans to the low income
customers.
Candidate: Giving out more loans to low income customers might have increased
the bad debts. Has this been the case?
Interviewer: Yes, these customers do have a
back.
Candidate: Now lets look at the cost structure. There are fixed charges as well as
variable charges. The fixed charges will more or less be constant while the
variable costs might be increasing.
Interviewer: Go on.

I follow that the bank is in the process of expansion. Have the
revenues of the bank also been decreasing?
The revenues have been increasing but the profits have been
: What is the state of banking industry when this is taking place, normal
or is it changing? Is the industry facing some issues?
: You can assume that it is same as before.
: Ok. Is it fine if I analyze the revenue first and then the costs?

: Retail banks have three principle sources of revenue
income (the value of the balances), debit card interchange, and fees that the bank
charges on various services. I am assuming that the major source of revenue is
ine. I would like you to look at loans.
: A bank generates a profit from the differential between the level of
interest it pays for deposits and other sources of funds, and the level of interest it
charges in its lending activities. Profitability from lending activities has been
dependent on the needs and strengths of loan customer. Are there any changes
in the loan structure or the type of customers to whom loans are given out? Is the
bank giving loans to high credit rating customers with low credit rating?
: The bank has been giving out more loans to the low income
: Giving out more loans to low income customers might have increased
the bad debts. Has this been the case?
: Yes, these customers do have a higher percentage of not paying
: Now lets look at the cost structure. There are fixed charges as well as
variable charges. The fixed charges will more or less be constant while the
variable costs might be increasing.

Page 53
I follow that the bank is in the process of expansion. Have the
The revenues have been increasing but the profits have been
this is taking place, normal
: Ok. Is it fine if I analyze the revenue first and then the costs?
net interest
income (the value of the balances), debit card interchange, and fees that the bank
charges on various services. I am assuming that the major source of revenue is
: A bank generates a profit from the differential between the level of
interest it pays for deposits and other sources of funds, and the level of interest it
from lending activities has been
strengths of loan customer. Are there any changes
in the loan structure or the type of customers to whom loans are given out? Is the
dit rating?
: The bank has been giving out more loans to the low income
: Giving out more loans to low income customers might have increased
higher percentage of not paying
: Now lets look at the cost structure. There are fixed charges as well as
variable charges. The fixed charges will more or less be constant while the
2014 SPJIMR Consulting Casebook

Candidate: With the increasing number of low income or customers with poor
credit rating, there are increasing charges as variable costs will increase.
Moreover with the high percentage of bad debts, the bank is also facing non
repayment of loans. This is leading to declining profits.
Interviewer: Good. Now lets go in some numbers.
Candidate: Sure.
Interviewer: Suppose the bank is currently giving loans to 10 million customers
and charging interest at the rate of 10 %. Calculate the profit of the bank
loans. The percentage of bad debt from high income and low income customers is
2% and 4% respectively.
Candidate: Can I assume that the number of high income customers and low
income customers is equal, i.e. 5 million each?
Interviewer: Ok.
Candidate: I am assuming that the average loan amount given to the high income
and the low income customers is Rs. 10000 and

High Income customers
Interest Received 10000*0.1 = 1000
Interest for all customers 5000 mn

Costs High Income customers
Fixed costs (assume) 100 mn
Variable costs 500 mn
Bad debts 1000 mn
Profit before tax


Interviewer: Good
Candidate: According to the ass
the loans credited to low income customers. Moreover there will be extra charges
as well as we have accounted for only minimal heads.

: With the increasing number of low income or customers with poor
credit rating, there are increasing charges as variable costs will increase.
Moreover with the high percentage of bad debts, the bank is also facing non
s leading to declining profits.
: Good. Now lets go in some numbers.
: Suppose the bank is currently giving loans to 10 million customers
and charging interest at the rate of 10 %. Calculate the profit of the bank
loans. The percentage of bad debt from high income and low income customers is
: Can I assume that the number of high income customers and low
income customers is equal, i.e. 5 million each?
: I am assuming that the average loan amount given to the high income
and the low income customers is Rs. 10000 and Rs. 2000 respectively.
High Income customers Low income customers
10000*0.1 = 1000 2000*0.1 = 200
5000 mn 1000 mn
High Income customers Low income customers
100 mn 100 mn
500 mn 500 mn
1000 mn 400 mn
3400 mn 0
: According to the assumed figures, the bank is not making any profit on
the loans credited to low income customers. Moreover there will be extra charges
as well as we have accounted for only minimal heads.

Page 54
: With the increasing number of low income or customers with poor
credit rating, there are increasing charges as variable costs will increase.
Moreover with the high percentage of bad debts, the bank is also facing non
: Suppose the bank is currently giving loans to 10 million customers
and charging interest at the rate of 10 %. Calculate the profit of the bank from
loans. The percentage of bad debt from high income and low income customers is
: Can I assume that the number of high income customers and low
: I am assuming that the average loan amount given to the high income
Rs. 2000 respectively.
Low income customers
2000*0.1 = 200
Low income customers
umed figures, the bank is not making any profit on
the loans credited to low income customers. Moreover there will be extra charges
2014 SPJIMR Consulting Casebook

Interviewer: So what would you suggest to the bank?
Candidate: The bank, in trying to expand, is lending to the low income customers
irrationally. The bank has to focus more on the high income customers. It would
reap more interest and lesser variable costs. The bank could increase its minimum
loan amount to filter low credit rating customers. The collection mechanism in the
bank should be improved to reduce the bad debts.
Interviewer: Sounds good to me. We shall move to the next rounds now. Thanks
for your time.
4.2 Industry analysis/ growth
CASE 1: FROZEN FOODS (BCG)

Our client, a supermarket in Australia has a problem with their chilled foods
division. The chilled food division is divided into two parts: meat, grocery and
juices form the first part and milk forms the second part. For the non
foods, there is a centralized warehouse and the products are then delivered to
about 200 supply outlets across Australia. For milk, the suppliers directly deliver
to the stores. What will happen if they switch their distribution system frequency
to daily?

Case Discussion

Candidate: Okay Sir, let me take a look at it for a moment.
Interviewer: Sure.
Candidate: Okay, so we have a system where the goods are delivered daily either
by our warehouse or by other suppliers, right?
Interviewer: Well, the warehouse deliver
Milk products are delivered daily from the supplier.
Candidate: So we are evaluating the option of either getting all our goods
delivered to the supermarket on a daily basis, or once in three days, right?
Interviewer: Yes. Carry on!

: So what would you suggest to the bank?
nk, in trying to expand, is lending to the low income customers
irrationally. The bank has to focus more on the high income customers. It would
reap more interest and lesser variable costs. The bank could increase its minimum
it rating customers. The collection mechanism in the
bank should be improved to reduce the bad debts.
: Sounds good to me. We shall move to the next rounds now. Thanks

: FROZEN FOODS (BCG)
r client, a supermarket in Australia has a problem with their chilled foods
division. The chilled food division is divided into two parts: meat, grocery and
juices form the first part and milk forms the second part. For the non
is a centralized warehouse and the products are then delivered to
about 200 supply outlets across Australia. For milk, the suppliers directly deliver
to the stores. What will happen if they switch their distribution system frequency
Okay Sir, let me take a look at it for a moment.
Okay, so we have a system where the goods are delivered daily either
by our warehouse or by other suppliers, right?
Well, the warehouse delivers to the store only once in three days.
Milk products are delivered daily from the supplier.
So we are evaluating the option of either getting all our goods
delivered to the supermarket on a daily basis, or once in three days, right?

Page 55
nk, in trying to expand, is lending to the low income customers
irrationally. The bank has to focus more on the high income customers. It would
reap more interest and lesser variable costs. The bank could increase its minimum
it rating customers. The collection mechanism in the
: Sounds good to me. We shall move to the next rounds now. Thanks
r client, a supermarket in Australia has a problem with their chilled foods
division. The chilled food division is divided into two parts: meat, grocery and
juices form the first part and milk forms the second part. For the non-milk chilled
is a centralized warehouse and the products are then delivered to
about 200 supply outlets across Australia. For milk, the suppliers directly deliver
to the stores. What will happen if they switch their distribution system frequency
Okay, so we have a system where the goods are delivered daily either
s to the store only once in three days.
So we are evaluating the option of either getting all our goods
delivered to the supermarket on a daily basis, or once in three days, right?
2014 SPJIMR Consulting Casebook

Candidate: Okay, I would first look at the costs involved and then find out the
potential benefits for both the options. I would like to know how we are getting
the delivery done for milk.
Interviewer: For milk we use 8 trucks that do
Candidate: Okay. So given that a truck can cater to the demand of 25 outlets, we
can work out the cost.
Interviewer: Done look into numbers . Lets just look at the pros and cons of each
method.
Candidate: Ok sir, In case we
inventory carrying cost is higher but we reduce the chances of lost opportunity
(that is demand unmet in case of a demand spike due to lack of sufficient stock).
This effectively reduces our risks. We wil
also cuts down our administration costs, given lesser number of transactions with
the warehouse.
Interviewer: Good. What else do you think is important given the nature of your
goods?
Candidate: Well, if we remove
have to send our trucks to every store, every day.
Interviewer: So?
Candidate: So our chilled goods, fruits and juices will be much fresher at the
stores.
Interviewer: Good. What about the stores?
Candidate: Stores will carry fewer inventories and hence would need to order
more frequently (respond faster to changing demand patterns).
Interviewer: That is a neat analysis. Thank you.

CASE 2: SATURATED TELECOM MARKET (ACCENTURE


Okay, I would first look at the costs involved and then find out the
potential benefits for both the options. I would like to know how we are getting
For milk we use 8 trucks that do the delivery for 200 stores.
Okay. So given that a truck can cater to the demand of 25 outlets, we
Done look into numbers . Lets just look at the pros and cons of each
Ok sir, In case we have a central warehouse and do daily delivery, the
inventory carrying cost is higher but we reduce the chances of lost opportunity
(that is demand unmet in case of a demand spike due to lack of sufficient stock).
This effectively reduces our risks. We will have to order in lower lots and we can
also cuts down our administration costs, given lesser number of transactions with
Good. What else do you think is important given the nature of your
Well, if we remove the warehouse and deliver ourselves then we will
have to send our trucks to every store, every day.
So our chilled goods, fruits and juices will be much fresher at the
Good. What about the stores?
Stores will carry fewer inventories and hence would need to order
more frequently (respond faster to changing demand patterns).
That is a neat analysis. Thank you.
: SATURATED TELECOM MARKET (ACCENTURE)

Page 56
Okay, I would first look at the costs involved and then find out the
potential benefits for both the options. I would like to know how we are getting
the delivery for 200 stores.
Okay. So given that a truck can cater to the demand of 25 outlets, we
Done look into numbers . Lets just look at the pros and cons of each
have a central warehouse and do daily delivery, the
inventory carrying cost is higher but we reduce the chances of lost opportunity
(that is demand unmet in case of a demand spike due to lack of sufficient stock).
l have to order in lower lots and we can
also cuts down our administration costs, given lesser number of transactions with
Good. What else do you think is important given the nature of your
the warehouse and deliver ourselves then we will
So our chilled goods, fruits and juices will be much fresher at the
Stores will carry fewer inventories and hence would need to order
2014 SPJIMR Consulting Casebook

Let us discuss a case which we recently did at Accenture. The client is a telecom
operator in India and wants to increase his revenues and grow in this saturated
market. What would you advise?
Candidate: I would like to start by understanding the telecom market in India,
looking at the revenue drivers and advise the client on which ones he could use. I
understand that the telecom sector works by hiring its services from tower
operators and then use their own brand name and services to generate revenues.
Interviewer: True. Our client too hires such service at market rates.
Candidate: Okay. Then I shall explore the meaning of saturated market. Has the
client explored all geographies? Like the whole of rural market? I recently read
that we have about 680 million telecom connections
some untapped market to explore.
Interviewer: Right. There is an untapped market. Let us go on and say the rural
market has been penetrated to the extent possible and they have probably done
what they could in that respect.
Candidate: Okay. So assuming a saturated market, we should look at increasing
revenue from existing consumers. We could analyse the existing calls being done
and could think of schemes like STD call rate packages, local call packages, local
and STD SMS packages that suit to the area to increase per user usage. The idea
would be to have lower rates more than compensated by higher usage.
Interviewer: Good, what else?
Candidate: We could look at various value
internet services on mobiles. Having different plans and offering better speeds,
we can get more consumers to use internet on their mobiles. Also, with 3G
technology, mobile internet will surely be a huge source of revenues.
Interviewer: Good. Anything else
Candidate : Also from games and applications .There are many businesses coming
up in the area of mobile gaming and product development of applications. We
could buy them and use them as sources of additional revenue.

ich we recently did at Accenture. The client is a telecom
operator in India and wants to increase his revenues and grow in this saturated
market. What would you advise?
I would like to start by understanding the telecom market in India,
at the revenue drivers and advise the client on which ones he could use. I
understand that the telecom sector works by hiring its services from tower
operators and then use their own brand name and services to generate revenues.
ient too hires such service at market rates.
Okay. Then I shall explore the meaning of saturated market. Has the
client explored all geographies? Like the whole of rural market? I recently read
that we have about 680 million telecom connections. So, I believe there is still
some untapped market to explore.
Right. There is an untapped market. Let us go on and say the rural
market has been penetrated to the extent possible and they have probably done
what they could in that respect.
Okay. So assuming a saturated market, we should look at increasing
revenue from existing consumers. We could analyse the existing calls being done
and could think of schemes like STD call rate packages, local call packages, local
ckages that suit to the area to increase per user usage. The idea
would be to have lower rates more than compensated by higher usage.
Good, what else?
We could look at various value-added services like revenues through
rvices on mobiles. Having different plans and offering better speeds,
we can get more consumers to use internet on their mobiles. Also, with 3G
technology, mobile internet will surely be a huge source of revenues.
Good. Anything else
Also from games and applications .There are many businesses coming
up in the area of mobile gaming and product development of applications. We
could buy them and use them as sources of additional revenue.

Page 57
ich we recently did at Accenture. The client is a telecom
operator in India and wants to increase his revenues and grow in this saturated
I would like to start by understanding the telecom market in India,
at the revenue drivers and advise the client on which ones he could use. I
understand that the telecom sector works by hiring its services from tower
operators and then use their own brand name and services to generate revenues.
Okay. Then I shall explore the meaning of saturated market. Has the
client explored all geographies? Like the whole of rural market? I recently read
. So, I believe there is still
Right. There is an untapped market. Let us go on and say the rural
market has been penetrated to the extent possible and they have probably done
Okay. So assuming a saturated market, we should look at increasing
revenue from existing consumers. We could analyse the existing calls being done
and could think of schemes like STD call rate packages, local call packages, local
ckages that suit to the area to increase per user usage. The idea
would be to have lower rates more than compensated by higher usage.
added services like revenues through
rvices on mobiles. Having different plans and offering better speeds,
we can get more consumers to use internet on their mobiles. Also, with 3G
technology, mobile internet will surely be a huge source of revenues.
Also from games and applications .There are many businesses coming
up in the area of mobile gaming and product development of applications. We
2014 SPJIMR Consulting Casebook

Interviewer: Okay, thanks for the inputs. We w
Thanks for your time.

CASE 2: ALUMINUM CAN MANUFACTURER

Question (posed by interviewer)
An aluminum can manufacturer has discovered a way to improve its
manufacturing process. As a result, its
$0.89 to $0.79 cents. How can the manufacturer best exploit this cost
Information to be given if asked:
Market
__ The client is the leader in its market with a 40% share and supplies
directly to major beverage manufacturers.
__ The number two player in the market has about 30% of the market and
many small competitors share the rest.
Substitutes
__ Aluminum cans have a lower priced substitute, steel cans, which have
inferior printing and stamping
__ Steel cans are used by customers who do not want to pay the premium
for aluminum cans.
Suggested frameworks:
Remember basic economics. The firm can either use a penetration strategy or
price skimming strategy. Consider the
and its competitors. Also, dont forget to think about any substitutes for
aluminum cans.

Solution:
Clearly, the client should either drop price or reap additional profits.
If the client drops prices, other competitors will have to follow since this is a
commodity market and not following

Okay, thanks for the inputs. We will now move to the next interview.
CASE 2: ALUMINUM CAN MANUFACTURER
Question (posed by interviewer):
An aluminum can manufacturer has discovered a way to improve its
manufacturing process. As a result, its manufacturing cost has been reduced from
$0.89 to $0.79 cents. How can the manufacturer best exploit this cost
Information to be given if asked:
__ The client is the leader in its market with a 40% share and supplies
directly to major beverage manufacturers.
The number two player in the market has about 30% of the market and
many small competitors share the rest.
__ Aluminum cans have a lower priced substitute, steel cans, which have
inferior printing and stamping characteristics.
used by customers who do not want to pay the premium
Remember basic economics. The firm can either use a penetration strategy or
price skimming strategy. Consider the impact of either strategy on the company
s competitors. Also, dont forget to think about any substitutes for
Clearly, the client should either drop price or reap additional profits.
If the client drops prices, other competitors will have to follow since this is a
ity market and not following would mean a quick demise. The lowering

Page 58
ill now move to the next interview.
An aluminum can manufacturer has discovered a way to improve its
een reduced from
$0.89 to $0.79 cents. How can the manufacturer best exploit this cost advantage?
__ The client is the leader in its market with a 40% share and supplies
The number two player in the market has about 30% of the market and
__ Aluminum cans have a lower priced substitute, steel cans, which have
used by customers who do not want to pay the premium
Remember basic economics. The firm can either use a penetration strategy or
impact of either strategy on the company
s competitors. Also, dont forget to think about any substitutes for

If the client drops prices, other competitors will have to follow since this is a
would mean a quick demise. The lowering
2014 SPJIMR Consulting Casebook

of prices might increase the clients market share marginally, but some
competitors will have to start exiting the industry and larger competitors will have
to start investing to discover the clients cost advantage.
At the same time, steel can users sill start switching to aluminum cans, thus
hurting manufacturers in that market.
market will attract steel can manufacturers to enter it. Sinc
manufacturers have deep pockets and a strong backing, these new entrants could
pose a future threat to our client.
In conclusion, it is best to retain prices and generate extra profits for now. The
cost advantage may help another day

4.3 Market entry / Expansion/Investment
CASE 1: RETAIL BANK IN INDIA (MCKINSEY)

A UK based banking giant wants to enter the Indian market. They have hired you
as a consultant to guide them with this decision and advise them on various
aspects of this move.

Case Discussion

Candidate: Foremost, Id like to know more about the client to evaluate their
entry into the Indian market. Is the client an investment bank or a retail bank?
Interviewer: The client is into Universal banking i.e. th
and retail banking arms.
Candidate: Can you tell me more about the core strong business areas of the
client?
Interviewer: The client has a strong presence in the retail banking business. It is
the market leader in retail banking i
Germany and Austria. Personal loans and business loans for small and medium
enterprises has been a big driver of its growth globally.

of prices might increase the clients market share marginally, but some
competitors will have to start exiting the industry and larger competitors will have
discover the clients cost advantage.
At the same time, steel can users sill start switching to aluminum cans, thus
hurting manufacturers in that market. The resulting growth in the aluminum can
market will attract steel can manufacturers to enter it. Since some steel
manufacturers have deep pockets and a strong backing, these new entrants could
client.
In conclusion, it is best to retain prices and generate extra profits for now. The
cost advantage may help another day during a price war.
Market entry / Expansion/Investment
: RETAIL BANK IN INDIA (MCKINSEY)
A UK based banking giant wants to enter the Indian market. They have hired you
as a consultant to guide them with this decision and advise them on various
Foremost, Id like to know more about the client to evaluate their
entry into the Indian market. Is the client an investment bank or a retail bank?
The client is into Universal banking i.e. they have both investment
: Can you tell me more about the core strong business areas of the
The client has a strong presence in the retail banking business. It is
the market leader in retail banking in UK, Belgium, Netherlands, Luxembourg,
Germany and Austria. Personal loans and business loans for small and medium
enterprises has been a big driver of its growth globally.

Page 59
of prices might increase the clients market share marginally, but some smaller
competitors will have to start exiting the industry and larger competitors will have
At the same time, steel can users sill start switching to aluminum cans, thus
The resulting growth in the aluminum can
e some steel can
manufacturers have deep pockets and a strong backing, these new entrants could
In conclusion, it is best to retain prices and generate extra profits for now. The
A UK based banking giant wants to enter the Indian market. They have hired you
as a consultant to guide them with this decision and advise them on various
Foremost, Id like to know more about the client to evaluate their
entry into the Indian market. Is the client an investment bank or a retail bank?
ey have both investment
: Can you tell me more about the core strong business areas of the
The client has a strong presence in the retail banking business. It is
n UK, Belgium, Netherlands, Luxembourg,
Germany and Austria. Personal loans and business loans for small and medium
2014 SPJIMR Consulting Casebook

Candidate: Alright, in that case, I believe that the client should probably enter
Indian market with an initial focus on retail banking. The client clearly has a lot of
expertise in this segment and can efficiently leverage on its strengths to make an
impact in the Indian market. However, Id also like to look at the Indian market
before making this recommendation and first gauge whether entering the Indian
market in itself makes good business sense.
Interviewer: Okay, that sounds reasonable. How would you ascertain the
attractiveness of the market?
Candidate: Foremost, the market
near future. Can you help with an estimate of the growth projections in the Indian
retail banking industry?
Interviewer : The retail banking industry is booming ever since the liberalization
of the economy was initiated. The industry is expected to grow at a CAGR of 28%
to touch a figure of INR 9,700 billion by 2010
Candidate: The industry shows quite promising growth prospects and definitely
looks attractive for the client to enter. Can you tell me something
degree of competition in the industry?
Interviewer: The industry is characterized by significant competition from
numerous public sector banks, domestic private banks and other international
banks like the client; besides the numerous smaller s
banks throughout India.
Candidate: Thats not very encouraging for the client as it might significant
barriers in penetrating the market. However, this does not necessarily mean that
the competition is fierce in all services. As
the retail banking industry is currently generated out of corporate and consumer
loans where banks primarily cater to the larger corporate and the upper classes of
the society. Would you agree with me?
Interviewer: Thats right but I am not quite sure where this is leading. Please
make your point.
Candidate: Sure. I was trying to explore was the presence of untapped
opportunities for the client in the market. As you had mentioned earlier, the

Alright, in that case, I believe that the client should probably enter
Indian market with an initial focus on retail banking. The client clearly has a lot of
expertise in this segment and can efficiently leverage on its strengths to make an
impact in the Indian market. However, Id also like to look at the Indian market
before making this recommendation and first gauge whether entering the Indian
market in itself makes good business sense.
Okay, that sounds reasonable. How would you ascertain the
attractiveness of the market?
Foremost, the market should have attractive growth prospects in the
near future. Can you help with an estimate of the growth projections in the Indian
The retail banking industry is booming ever since the liberalization
as initiated. The industry is expected to grow at a CAGR of 28%
to touch a figure of INR 9,700 billion by 2010
The industry shows quite promising growth prospects and definitely
looks attractive for the client to enter. Can you tell me something
degree of competition in the industry?
The industry is characterized by significant competition from
numerous public sector banks, domestic private banks and other international
banks like the client; besides the numerous smaller scheduled and co
Thats not very encouraging for the client as it might significant
barriers in penetrating the market. However, this does not necessarily mean that
the competition is fierce in all services. As I understand, most of the business in
the retail banking industry is currently generated out of corporate and consumer
loans where banks primarily cater to the larger corporate and the upper classes of
the society. Would you agree with me?
ats right but I am not quite sure where this is leading. Please
Sure. I was trying to explore was the presence of untapped
opportunities for the client in the market. As you had mentioned earlier, the

Page 60
Alright, in that case, I believe that the client should probably enter the
Indian market with an initial focus on retail banking. The client clearly has a lot of
expertise in this segment and can efficiently leverage on its strengths to make an
impact in the Indian market. However, Id also like to look at the Indian market
before making this recommendation and first gauge whether entering the Indian
Okay, that sounds reasonable. How would you ascertain the
should have attractive growth prospects in the
near future. Can you help with an estimate of the growth projections in the Indian
The retail banking industry is booming ever since the liberalization
as initiated. The industry is expected to grow at a CAGR of 28%
The industry shows quite promising growth prospects and definitely
looks attractive for the client to enter. Can you tell me something about the
The industry is characterized by significant competition from
numerous public sector banks, domestic private banks and other international
cheduled and co-operative
Thats not very encouraging for the client as it might significant
barriers in penetrating the market. However, this does not necessarily mean that
I understand, most of the business in
the retail banking industry is currently generated out of corporate and consumer
loans where banks primarily cater to the larger corporate and the upper classes of
ats right but I am not quite sure where this is leading. Please
Sure. I was trying to explore was the presence of untapped
opportunities for the client in the market. As you had mentioned earlier, the
2014 SPJIMR Consulting Casebook

client has a strong presence in the personal and business loans business for small
and medium enterprises. However, the other banks in the Indian banking industry
focus primarily on the larger enterprises. This means that the client can strongly
leverage its core expertise in the
SME enterprises.
Interviewer: Okay, I follow your arguments now. Do you see any other roadblocks
besides competition for the clients growth prospects?
Candidate: I believe the existing regulations in the ban
restrict the number of branches foreign banks can operate and it is very difficult
for them to get the authorization for every new branch. This would pose a serious
bottleneck to the clients growth.
Interviewer : So would you recommend the client to enter India?
Candidate: Yes, I believe the Indian retail banking business holds immense
potential and based on this discussion about the market, the competition and the
clients existing core businesses and strengths, Id make a favora
recommendation. The regulatory restrictions exist but the presence of numerous
other international banks like HSBC, Standard Chartered Bank, Citibank; I believe
the opportunities surpass the threats. Also, I might sound too pragmatic but given
the pace of Indias liberalization and development, I would definitely expect the
regulatory restrictions to get relaxed in the near future.
CASE 2: TYRE MANUFACTURER (BAIN)

The client is a tyre manufacturing giant, but currently has no presence in India.
Can you help them find out market potential in India and decide on their strategy
for market entry?

Case Discussion:

Candidate: Can I have a minute to think about it?

nce in the personal and business loans business for small
and medium enterprises. However, the other banks in the Indian banking industry
focus primarily on the larger enterprises. This means that the client can strongly
leverage its core expertise in the Indian market and tap into the huge market of
Okay, I follow your arguments now. Do you see any other roadblocks
besides competition for the clients growth prospects?
I believe the existing regulations in the banking sector significantly
restrict the number of branches foreign banks can operate and it is very difficult
for them to get the authorization for every new branch. This would pose a serious
bottleneck to the clients growth.
commend the client to enter India?
Yes, I believe the Indian retail banking business holds immense
potential and based on this discussion about the market, the competition and the
clients existing core businesses and strengths, Id make a favora
recommendation. The regulatory restrictions exist but the presence of numerous
other international banks like HSBC, Standard Chartered Bank, Citibank; I believe
the opportunities surpass the threats. Also, I might sound too pragmatic but given
of Indias liberalization and development, I would definitely expect the
regulatory restrictions to get relaxed in the near future.
: TYRE MANUFACTURER (BAIN)
The client is a tyre manufacturing giant, but currently has no presence in India.
u help them find out market potential in India and decide on their strategy
Can I have a minute to think about it?

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nce in the personal and business loans business for small
and medium enterprises. However, the other banks in the Indian banking industry
focus primarily on the larger enterprises. This means that the client can strongly
Indian market and tap into the huge market of
Okay, I follow your arguments now. Do you see any other roadblocks
king sector significantly
restrict the number of branches foreign banks can operate and it is very difficult
for them to get the authorization for every new branch. This would pose a serious
Yes, I believe the Indian retail banking business holds immense
potential and based on this discussion about the market, the competition and the
clients existing core businesses and strengths, Id make a favorable
recommendation. The regulatory restrictions exist but the presence of numerous
other international banks like HSBC, Standard Chartered Bank, Citibank; I believe
the opportunities surpass the threats. Also, I might sound too pragmatic but given
of Indias liberalization and development, I would definitely expect the
The client is a tyre manufacturing giant, but currently has no presence in India.
u help them find out market potential in India and decide on their strategy
2014 SPJIMR Consulting Casebook

Interviewer: Sure, give me the structure, how you would go about it. Then we can
discuss numbers.
Candidate: I will estimate the market demand first. Then I will look at external
factors in the market such as existing players, distribution channels, value chains,
customer segments, regulatory framework, entry barriers, etc. After assessing the
external environment, I will look at core competencies of the company and
depending on that, suggest if they should enter as a standalone player, do a JV or
through M&A.
Interviewer: Looks good. Lets suppose that our client manufactures tyres for
passenger cars. Can you now estimate the demand for the tyres in the market for
next 5 years?
Candidate: The demand is composed of two parts: demand for new tyres and
demand for replacing old tyres.
Indias population is 1.2 billion. About 33% of this populati
income of INR 300000 or more. Given ease of finance and increasing middle class
size, I consider this segment to be the total market potential which comes out to
be 400 million. A household has on average 4 members. So, number of
households is close to 100 million. Assuming current penetration to be 40%, there
should be about 40 millions cars plying on the road. So, the stock of cars is 40
million. Assuming average life of a car to be 10 years, 4 million new cars would be
required every year.

Demand of tyres:
For new cars: 4 million x 4 = 16 million
For old cars: Assuming 1 tyre is r
So, total demand for passenger car types = 40 +16 = 56 million per year.

Interviewer: That looks great. Can you also help th
would affect average life of a tyre in India?
Candidate: Some of the important factors would be condition of the road, driving
skills of the driver.

: Sure, give me the structure, how you would go about it. Then we can
: I will estimate the market demand first. Then I will look at external
factors in the market such as existing players, distribution channels, value chains,
customer segments, regulatory framework, entry barriers, etc. After assessing the
external environment, I will look at core competencies of the company and
depending on that, suggest if they should enter as a standalone player, do a JV or
: Looks good. Lets suppose that our client manufactures tyres for
ger cars. Can you now estimate the demand for the tyres in the market for
: The demand is composed of two parts: demand for new tyres and
demand for replacing old tyres.
Indias population is 1.2 billion. About 33% of this population has an annual
income of INR 300000 or more. Given ease of finance and increasing middle class
size, I consider this segment to be the total market potential which comes out to
be 400 million. A household has on average 4 members. So, number of
s is close to 100 million. Assuming current penetration to be 40%, there
should be about 40 millions cars plying on the road. So, the stock of cars is 40
million. Assuming average life of a car to be 10 years, 4 million new cars would be
For new cars: 4 million x 4 = 16 million
For old cars: Assuming 1 tyre is replaced every year = 40 million
So, total demand for passenger car types = 40 +16 = 56 million per year.
: That looks great. Can you also help them figure out what all factors
would affect average life of a tyre in India?
: Some of the important factors would be condition of the road, driving

Page 62
: Sure, give me the structure, how you would go about it. Then we can
: I will estimate the market demand first. Then I will look at external
factors in the market such as existing players, distribution channels, value chains,
customer segments, regulatory framework, entry barriers, etc. After assessing the
external environment, I will look at core competencies of the company and
depending on that, suggest if they should enter as a standalone player, do a JV or
: Looks good. Lets suppose that our client manufactures tyres for
ger cars. Can you now estimate the demand for the tyres in the market for
: The demand is composed of two parts: demand for new tyres and
on has an annual
income of INR 300000 or more. Given ease of finance and increasing middle class
size, I consider this segment to be the total market potential which comes out to
be 400 million. A household has on average 4 members. So, number of
s is close to 100 million. Assuming current penetration to be 40%, there
should be about 40 millions cars plying on the road. So, the stock of cars is 40
million. Assuming average life of a car to be 10 years, 4 million new cars would be
So, total demand for passenger car types = 40 +16 = 56 million per year.
em figure out what all factors
: Some of the important factors would be condition of the road, driving
2014 SPJIMR Consulting Casebook

Interviewer: Sounds great to me, lets move to the next round.

CASE 3: GAS MANUFACTURER

Question (posed by the interviewer):
Your client is a gas manufacturer. Currently the client owns and operates its gas
plants nationwide. They have hired
enter into the business of running 3rd par
analysis of this case? Should the client enter or not enter into this business?
Information to be given if asked:
Customer Information
__ The client manufactures hydrogen, oxygen etc.
__ The customers are other ind
producing steel, waste treatment etc.
__ Some of the steel mills and waste treatment agencies own their own gas
plants. For instance, a steel mill can
right next to the steel mill. These are the gas plants that the client wants
operate (not buy them, just provide operations service!!)
__ The client has highest market share in the market (about 30%).
__ The market grows pretty much along with the GDP (1
__ The cost of the gas for the customers is a small % of their total direct
production costs. It is extremely important
uninterrupted supply of gas, since their steel plant shutdown is extremely
expensive for them.
Firms current economics
__ The product is a commodity, so the firm is a price taker. The firms
revenues grow with GDP.
__ Clients cost structure is the lowest in the industry.
__ Think about how the gas plants cost structure will change if the client
operates it:

: Sounds great to me, lets move to the next round.
S MANUFACTURER
Question (posed by the interviewer):
Your client is a gas manufacturer. Currently the client owns and operates its gas
plants nationwide. They have hired McKinsey to investigate whether they should
enter into the business of running 3rd party gas plants. How will you structure the
analysis of this case? Should the client enter or not enter into this business?
Information to be given if asked:
__ The client manufactures hydrogen, oxygen etc.
__ The customers are other industrial goods companies which use gas for
producing steel, waste treatment etc.
__ Some of the steel mills and waste treatment agencies own their own gas
plants. For instance, a steel mill can have its own gas plant, which is located
l mill. These are the gas plants that the client wants
operate (not buy them, just provide operations service!!)
__ The client has highest market share in the market (about 30%).
__ The market grows pretty much along with the GDP (1-3%).
the gas for the customers is a small % of their total direct
production costs. It is extremely important for the customers to have an
uninterrupted supply of gas, since their steel plant shutdown is extremely
The product is a commodity, so the firm is a price taker. The firms
revenues grow with GDP.
__ Clients cost structure is the lowest in the industry.
__ Think about how the gas plants cost structure will change if the client

Page 63
Your client is a gas manufacturer. Currently the client owns and operates its gas
McKinsey to investigate whether they should
structure the
analysis of this case? Should the client enter or not enter into this business?
ustrial goods companies which use gas for
__ Some of the steel mills and waste treatment agencies own their own gas
have its own gas plant, which is located
l mill. These are the gas plants that the client wants to
__ The client has highest market share in the market (about 30%).
the gas for the customers is a small % of their total direct
for the customers to have an
uninterrupted supply of gas, since their steel plant shutdown is extremely
The product is a commodity, so the firm is a price taker. The firms
__ Think about how the gas plants cost structure will change if the client
2014 SPJIMR Consulting Casebook

Direct Material (DM) raw material is air, which is free
Direct Labor (DL) very lean operation. One gas plant can be run by 1
persons. There will be n
SG&A Some reduction due to clients scale
O/H Some reduction by centralized monitoring and repair crew
due to clients large scale of operations.
Clients resources/capabilities
__ They have perfected the technique of monitoring the gas plants (using
remote monitoring) and have the
downtime/breakdown in the industry.
__ By being the largest producer of gas, the client has achieved the highest
economies of scale.
Competitive landscape and current issues
__ There are 3 other national firms that manufacture and provide gas. Their
market shares are smaller than that of

Solution #1:
The client can create value by operating 3rd party gas plants by lowering the
operational cost somewhat. More
gas plants they can add more significant value. Therefore, based on
proposition, the client should enter into this business.
The client then needs to consider barriers to entry for other firms and
implementation strategy.
Barriers to Entry
__ The clients capabilities are unique in the industry. They can sign
exclusive long term contracts with 3rd party
plants.
__ The client also needs to consider their pricing very carefully.
Implementation
__ Evaluate the capital investment of this market entry.

raw material is air, which is free
very lean operation. One gas plant can be run by 1
no change.
Some reduction due to clients scale
Some reduction by centralized monitoring and repair crew
scale of operations.
Clients resources/capabilities
__ They have perfected the technique of monitoring the gas plants (using
remote monitoring) and have the minimum average plant
downtime/breakdown in the industry.
eing the largest producer of gas, the client has achieved the highest
Competitive landscape and current issues
__ There are 3 other national firms that manufacture and provide gas. Their
market shares are smaller than that of our client.
The client can create value by operating 3rd party gas plants by lowering the
operational cost somewhat. More importantly by minimizing the downtime of the
gas plants they can add more significant value. Therefore, based on
ition, the client should enter into this business.
The client then needs to consider barriers to entry for other firms and
__ The clients capabilities are unique in the industry. They can sign
contracts with 3rd party clients to operate the gas
__ The client also needs to consider their pricing very carefully.
__ Evaluate the capital investment of this market entry.

Page 64
very lean operation. One gas plant can be run by 1-2
Some reduction by centralized monitoring and repair crew. Possible
__ They have perfected the technique of monitoring the gas plants (using
minimum average plant
eing the largest producer of gas, the client has achieved the highest
__ There are 3 other national firms that manufacture and provide gas. Their
The client can create value by operating 3rd party gas plants by lowering the
importantly by minimizing the downtime of the
gas plants they can add more significant value. Therefore, based on the value
The client then needs to consider barriers to entry for other firms and
__ The clients capabilities are unique in the industry. They can sign
clients to operate the gas

2014 SPJIMR Consulting Casebook

__ Since the clients infrastructure is well established
be minimal.
__ The client could offer to operate 3rd party gas plants which are located
reasonably close to their own plants. This
the learning curve while ensuring uninterrupted gas supply to the
customers.
Summary
__ The client should enter this market since there is value to be captured
and the capital investment is low.

4.4 New Product Offering
CASE 1: MINIBAR IN HOTEL ROOMS (VALUE PARTNERS)
Our client owns a hotel. He is considering providing min
A mini-bar is a small refrigerator placed in each hotel room that provides both
hard and soft drinks.

Case Discussion

Candidate: Before going any further could you please tell me the location of our
hotel.
Interviewer: Assume that it is in Mumbai with a constant inflow of customers.
Candidate: I would like to analyse the case by looking at the revenue and cost
drivers of such a business. I will start with the revenue side. The main revenue
drivers are going to be the number
this service and the premium they are willing to pay for it. Will you like me to
estimate the number of potential customers?
Interviewer: Sure. Go ahead. Ask us for any data you might need.

__ Since the clients infrastructure is well established, the capital cost will
__ The client could offer to operate 3rd party gas plants which are located
reasonably close to their own plants. This would allow the client to go up
the learning curve while ensuring uninterrupted gas supply to the
The client should enter this market since there is value to be captured
and the capital investment is low.
: MINIBAR IN HOTEL ROOMS (VALUE PARTNERS)
Our client owns a hotel. He is considering providing mini-bars in the hotel rooms.
bar is a small refrigerator placed in each hotel room that provides both
Before going any further could you please tell me the location of our
e that it is in Mumbai with a constant inflow of customers.
I would like to analyse the case by looking at the revenue and cost
drivers of such a business. I will start with the revenue side. The main revenue
drivers are going to be the number of customers who would be willing to utilize
this service and the premium they are willing to pay for it. Will you like me to
estimate the number of potential customers?
Sure. Go ahead. Ask us for any data you might need.

Page 65
, the capital cost will
__ The client could offer to operate 3rd party gas plants which are located
would allow the client to go up
the learning curve while ensuring uninterrupted gas supply to the
The client should enter this market since there is value to be captured
bars in the hotel rooms.
bar is a small refrigerator placed in each hotel room that provides both
Before going any further could you please tell me the location of our
e that it is in Mumbai with a constant inflow of customers.
I would like to analyse the case by looking at the revenue and cost
drivers of such a business. I will start with the revenue side. The main revenue
of customers who would be willing to utilize
this service and the premium they are willing to pay for it. Will you like me to
2014 SPJIMR Consulting Casebook

Candidate: Thanks. Could you please tell me the number of rooms available in the
hotel and the occupancy rate on an average? Also, does the hotel face any major
seasonality in the same?
Interviewer: Assume hotel has around 200 rooms with 75% occupancy. There is
seasonality but we can keep it out of our discussion.
Candidate: That gives us a total of 150 targets on average. I will like to know
about the customers now. I perceive if the customers are families they will not be
interested in ordering liquor. However, profession
having beverages.
Interviewer: Most of the customers are business people. You can take them to be
75% of the total.
Candidate: The next thing to analyze should be how many customers will prefer a
mini-bar over either ordering liquor or going to the bar. The primary advantage of
mini-bar is that customers need not wait for drinks to be served. I believe if
customers have come in a group, they will not prefer mini
going to the bar. That being said, a lot dep
being offered in the mini-bar.
Interviewer : Thats reasonable .Okay, let us keep the number of potential
customers per day to 100 . How will you find out what should be the appropriate
product mix to be offered.
Candidate: The hotel should have the logs of which beverages are usually ordered
together through past bills. If the hotel goes for advance booking, the product mix
can be decided or asked at the time of booking.
Interviewer: Do you think there is any other s
offering a mini-bar?
Candidate: Yes. Drinks are never had alone. Customers will usually order some
snacks like peanuts, wafers etc. when they order drinks. Such stuff need to be
offered along with drinks otherwise the whole
drink will not be served. In addition to this, hotel might be able to sell these
snacks to customers who otherwise are non

Could you please tell me the number of rooms available in the
hotel and the occupancy rate on an average? Also, does the hotel face any major
Assume hotel has around 200 rooms with 75% occupancy. There is
but we can keep it out of our discussion.
That gives us a total of 150 targets on average. I will like to know
about the customers now. I perceive if the customers are families they will not be
interested in ordering liquor. However, professionals will be more interested in
Most of the customers are business people. You can take them to be
The next thing to analyze should be how many customers will prefer a
ng liquor or going to the bar. The primary advantage of
bar is that customers need not wait for drinks to be served. I believe if
customers have come in a group, they will not prefer mini-bar as compared to
going to the bar. That being said, a lot depends on the kind of products that are
bar.
: Thats reasonable .Okay, let us keep the number of potential
customers per day to 100 . How will you find out what should be the appropriate
The hotel should have the logs of which beverages are usually ordered
together through past bills. If the hotel goes for advance booking, the product mix
can be decided or asked at the time of booking.
Do you think there is any other source of earning revenues while
Yes. Drinks are never had alone. Customers will usually order some
snacks like peanuts, wafers etc. when they order drinks. Such stuff need to be
offered along with drinks otherwise the whole purpose of not waiting for your
drink will not be served. In addition to this, hotel might be able to sell these
snacks to customers who otherwise are non-drinkers.

Page 66
Could you please tell me the number of rooms available in the
hotel and the occupancy rate on an average? Also, does the hotel face any major
Assume hotel has around 200 rooms with 75% occupancy. There is
That gives us a total of 150 targets on average. I will like to know
about the customers now. I perceive if the customers are families they will not be
als will be more interested in
Most of the customers are business people. You can take them to be
The next thing to analyze should be how many customers will prefer a
ng liquor or going to the bar. The primary advantage of
bar is that customers need not wait for drinks to be served. I believe if
bar as compared to
ends on the kind of products that are
: Thats reasonable .Okay, let us keep the number of potential
customers per day to 100 . How will you find out what should be the appropriate
The hotel should have the logs of which beverages are usually ordered
together through past bills. If the hotel goes for advance booking, the product mix
ource of earning revenues while
Yes. Drinks are never had alone. Customers will usually order some
snacks like peanuts, wafers etc. when they order drinks. Such stuff need to be
purpose of not waiting for your
drink will not be served. In addition to this, hotel might be able to sell these
2014 SPJIMR Consulting Casebook

Interviewer: Let us look at the costs of the added service. In the interest of time, I
do not want you to consider costs of machinery like refrigerator. I am interested
to know any cost which might be very significant for the hotel.
Candidate: Significant efforts need to be put in monitoring the product mix in the
mini-bars in all the occupied rooms. The beverages that have been consumed
need to be kept again in the refrigerators and the right product mix needs to be
offered at all times. People need to be employed to keep track of items that have
been consumed for billing purposes and making
always full.
Interviewer: One last question I want to ask you. If I say that after all the analysis
(Revenue cost), the marginal revenue comes out to be Rs. 20,000 per month,
does that mean the hotels total revenue will go up
Candidate: No sir. This is actually a typical case of cannibalization. The extra
revenue that hotel earns is at the expense of the existing bar/room service that
was offered. This needs to be subtracted from the expected revenue to make a
better judgement.
Interviewer: Thats right. That will be all. Thank you.

CASE 2: THIRD PARTY AUTOMOBILE SERVICE STATIONS (BCG)

You are having tea with Mr. Ratan Tata. He has just returned from Germany
where he saw third party car service stations which
thinking of opening a chain of such stations in India. You need to give him your
thoughts and make a pitch from BCGs side for helping him with the project.

Case Discussion:
Candidate: Im not very sure of what you mean
Can you explain a little?
Interviewer: To service a car there are service stations. They can be authorised
stations like the chain that Maruti has or they can be local garages. The third type,

Let us look at the costs of the added service. In the interest of time, I
not want you to consider costs of machinery like refrigerator. I am interested
to know any cost which might be very significant for the hotel.
Significant efforts need to be put in monitoring the product mix in the
d rooms. The beverages that have been consumed
need to be kept again in the refrigerators and the right product mix needs to be
offered at all times. People need to be employed to keep track of items that have
been consumed for billing purposes and making sure that the mini
One last question I want to ask you. If I say that after all the analysis
cost), the marginal revenue comes out to be Rs. 20,000 per month,
does that mean the hotels total revenue will go up by Rs. 20,000?
No sir. This is actually a typical case of cannibalization. The extra
revenue that hotel earns is at the expense of the existing bar/room service that
was offered. This needs to be subtracted from the expected revenue to make a
Thats right. That will be all. Thank you.
: THIRD PARTY AUTOMOBILE SERVICE STATIONS (BCG)
You are having tea with Mr. Ratan Tata. He has just returned from Germany
where he saw third party car service stations which were doing very well. So, he is
thinking of opening a chain of such stations in India. You need to give him your
thoughts and make a pitch from BCGs side for helping him with the project.
Im not very sure of what you mean by third party service stations.
To service a car there are service stations. They can be authorised
stations like the chain that Maruti has or they can be local garages. The third type,

Page 67
Let us look at the costs of the added service. In the interest of time, I
not want you to consider costs of machinery like refrigerator. I am interested
Significant efforts need to be put in monitoring the product mix in the
d rooms. The beverages that have been consumed
need to be kept again in the refrigerators and the right product mix needs to be
offered at all times. People need to be employed to keep track of items that have
sure that the mini-bars are
One last question I want to ask you. If I say that after all the analysis
cost), the marginal revenue comes out to be Rs. 20,000 per month,
No sir. This is actually a typical case of cannibalization. The extra
revenue that hotel earns is at the expense of the existing bar/room service that
was offered. This needs to be subtracted from the expected revenue to make a
You are having tea with Mr. Ratan Tata. He has just returned from Germany
were doing very well. So, he is
thinking of opening a chain of such stations in India. You need to give him your
thoughts and make a pitch from BCGs side for helping him with the project.
by third party service stations.
To service a car there are service stations. They can be authorised
stations like the chain that Maruti has or they can be local garages. The third type,
2014 SPJIMR Consulting Casebook

which is currently missing in
which will service any brand. These are third party service stations.
Candidate: Ok. This is a new business that Tata would want to enter. Id like to
look at a few things while considering the new ventu

Tatas final aim - do they have a target profit /market share/return on assets as
their target from the venture

Market scenario growth & size, competition

Tatas capabilities financial capability, expertise in area, synergies with other
businesses
Interviewer: Tata is a big & profitable company, they want as high profits as
possible from the venture. Also, they have no constraints with regards to
finances. They build automobiles as you know and have authorised service
stations for their automobiles.
Candidate: So, the aim of Tata is high profits and they have sufficient finances and
expertise in the automobile area. Ill go on to look at the automobile maintenance
market. Currently in India there are 2 kinds of garages
authorised service stations. So, when we enter the market, would we be servicing
all kinds of brands and providing a full range of services?
Interviewer : Yes. All the brands and a full range of services.
Candidate: We would need to differentiate ourselves
competitors that we have in order to get customers.
Interviewer: Ok. How would you do that?
Candidate: Ill look at why a customer goes to a service station and why he
chooses a particular station to go to. A car would be taken to a
Regular check-ups/services
In case of an accident
Maintenance when it breaks down
Interviewer: Ok

India, is an independent chain of service stations
which will service any brand. These are third party service stations.
Ok. This is a new business that Tata would want to enter. Id like to
look at a few things while considering the new venture :
do they have a target profit /market share/return on assets as

growth & size, competition
financial capability, expertise in area, synergies with other
Tata is a big & profitable company, they want as high profits as
possible from the venture. Also, they have no constraints with regards to
finances. They build automobiles as you know and have authorised service
mobiles.
So, the aim of Tata is high profits and they have sufficient finances and
expertise in the automobile area. Ill go on to look at the automobile maintenance
market. Currently in India there are 2 kinds of garages the local ones and
uthorised service stations. So, when we enter the market, would we be servicing
all kinds of brands and providing a full range of services?
Yes. All the brands and a full range of services.
We would need to differentiate ourselves from the 2 kinds of
competitors that we have in order to get customers.
Ok. How would you do that?
Ill look at why a customer goes to a service station and why he
chooses a particular station to go to. A car would be taken to a service station for
ups/services
Maintenance when it breaks down

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India, is an independent chain of service stations
Ok. This is a new business that Tata would want to enter. Id like to
do they have a target profit /market share/return on assets as
financial capability, expertise in area, synergies with other
Tata is a big & profitable company, they want as high profits as
possible from the venture. Also, they have no constraints with regards to
finances. They build automobiles as you know and have authorised service
So, the aim of Tata is high profits and they have sufficient finances and
expertise in the automobile area. Ill go on to look at the automobile maintenance
the local ones and
uthorised service stations. So, when we enter the market, would we be servicing
from the 2 kinds of
Ill look at why a customer goes to a service station and why he
service station for
2014 SPJIMR Consulting Casebook

Candidate: Now when an owner chooses a service station he would want
Quality In terms of genuine parts if replacements are done, t
the car being treated properly, delivery on time
Cost He would want the service to be as cheap as possible
Convenience The service station should be close or should have a pick & drop
service.
There would be a segment of customers
while another segment would lay emphasis on quality. In case of an accident or
break-down convenience would play a big role. Local garages will have low quality
and low cost while authorized service stations will hav
Also, local garages are generally more in number so would be more convenient to
reach in most cases.
Interviewer: Ok. Now I want you to make a grid of the dimensions that youve
mentioned and figure out where our competitors
Candidate: (Starts drawing a 2X2 matrix)
Interviewer : Let us club convenience with quality . We will just analyse the
situation based on two parameters.
Candidate :
QUALITY
Authorised Service
stations



Now, Tata wants to start a third party chain of service stations which will serve all
brands. If Tata targets low quality, local garages will beat them since these
garages can service all brands and charge ve
COST
HIGH

Now when an owner chooses a service station he would want
In terms of genuine parts if replacements are done, trained mechanics,
the car being treated properly, delivery on time
He would want the service to be as cheap as possible
The service station should be close or should have a pick & drop
There would be a segment of customers who would lay a lot of emphasis on cost
while another segment would lay emphasis on quality. In case of an accident or
down convenience would play a big role. Local garages will have low quality
and low cost while authorized service stations will have high quality and high cost.
Also, local garages are generally more in number so would be more convenient to
Ok. Now I want you to make a grid of the dimensions that youve
mentioned and figure out where our competitors lie and where we should go.
(Starts drawing a 2X2 matrix)
Let us club convenience with quality . We will just analyse the
situation based on two parameters.
Authorised Service Tata would need to be
somewhere here to
compete
Local Garages
Now, Tata wants to start a third party chain of service stations which will serve all
brands. If Tata targets low quality, local garages will beat them since these
garages can service all brands and charge very low unbeatable prices. Also, they
HIGH LOW

Page 69
Now when an owner chooses a service station he would want
rained mechanics,
The service station should be close or should have a pick & drop
who would lay a lot of emphasis on cost
while another segment would lay emphasis on quality. In case of an accident or
down convenience would play a big role. Local garages will have low quality
e high quality and high cost.
Also, local garages are generally more in number so would be more convenient to
Ok. Now I want you to make a grid of the dimensions that youve
lie and where we should go.
Let us club convenience with quality . We will just analyse the
Now, Tata wants to start a third party chain of service stations which will serve all
brands. If Tata targets low quality, local garages will beat them since these
ry low unbeatable prices. Also, they
HIGH
LOW
2014 SPJIMR Consulting Casebook

would be built at strategic locations which Tata may not be able to acquire,
coming late into the market. On comparing Tata stations with authorised service
stations, Tata could stand a chance. They could ensure quality
from manufacturing companies and employing well trained mechanics. Since such
a service station will service all brands it will be a convenient place to come to for
high quality services. However, the price charged will be high.
Interviewer: Do you think anyone will come to such a service station when they
can go to a Maruti or Hyundai authorised service station?
Candidate: In India a majority of cars are Maruti and Maruti has a very good chain
of service stations which are convenient t
cars will definitely not come to Tatas stations. Other brands like Hyundai would
come since their service stations are few and far apart. If Tata offers the same
quality at the same price, it might be cheaper & more
Tatas chain has numerous stations at strategic locations.

Interviewer : Maruti has almost 50% of Indias car market share . Now do you
think it is beneficial to set up Tats third party service chain?

Candidate: Owners of other brands will prefer to go to their authorised service
stations as they would be more trusted. And given such a lopsided market in
favour of Maruti, it will be difficult for us to compete with Maruti directly. So, the
number of cars coming to Tatas sta
viable. But, if there are expectations that many new brands will enter India as
some already have, then Tatas venture could be viable given that these firms
would not want to open a service chain of their own d
newer vehicles could mean that the local garages might not be well
deal with all kinds of problems with the vehicle.
Interviewer: What would your final recommendation be?
Candidate: My final recommendation would be to
currently since Tata would not be able to beat competitors on any dimension

would be built at strategic locations which Tata may not be able to acquire,
coming late into the market. On comparing Tata stations with authorised service
stations, Tata could stand a chance. They could ensure quality by sourcing parts
from manufacturing companies and employing well trained mechanics. Since such
a service station will service all brands it will be a convenient place to come to for
high quality services. However, the price charged will be high.
Do you think anyone will come to such a service station when they
can go to a Maruti or Hyundai authorised service station?
In India a majority of cars are Maruti and Maruti has a very good chain
of service stations which are convenient to reach and high quality. Hence, Maruti
cars will definitely not come to Tatas stations. Other brands like Hyundai would
come since their service stations are few and far apart. If Tata offers the same
quality at the same price, it might be cheaper & more convenient for consumers if
Tatas chain has numerous stations at strategic locations.
Maruti has almost 50% of Indias car market share . Now do you
think it is beneficial to set up Tats third party service chain?
ther brands will prefer to go to their authorised service
stations as they would be more trusted. And given such a lopsided market in
favour of Maruti, it will be difficult for us to compete with Maruti directly. So, the
number of cars coming to Tatas stations might be too low for the venture to be
viable. But, if there are expectations that many new brands will enter India as
some already have, then Tatas venture could be viable given that these firms
would not want to open a service chain of their own due to small numbers and
newer vehicles could mean that the local garages might not be well-
deal with all kinds of problems with the vehicle.
What would your final recommendation be?
My final recommendation would be to not start such a venture
currently since Tata would not be able to beat competitors on any dimension

Page 70
would be built at strategic locations which Tata may not be able to acquire,
coming late into the market. On comparing Tata stations with authorised service
by sourcing parts
from manufacturing companies and employing well trained mechanics. Since such
a service station will service all brands it will be a convenient place to come to for
Do you think anyone will come to such a service station when they
In India a majority of cars are Maruti and Maruti has a very good chain
o reach and high quality. Hence, Maruti
cars will definitely not come to Tatas stations. Other brands like Hyundai would
come since their service stations are few and far apart. If Tata offers the same
convenient for consumers if
Maruti has almost 50% of Indias car market share . Now do you
ther brands will prefer to go to their authorised service
stations as they would be more trusted. And given such a lopsided market in
favour of Maruti, it will be difficult for us to compete with Maruti directly. So, the
tions might be too low for the venture to be
viable. But, if there are expectations that many new brands will enter India as
some already have, then Tatas venture could be viable given that these firms
ue to small numbers and
-equipped to
not start such a venture
currently since Tata would not be able to beat competitors on any dimension -
2014 SPJIMR Consulting Casebook

cost or quality. However, in the near future this could turn sustainable so an eye
should be kept on this market.
Interviewer: Ok. Thanks.
4.5 Miscellaneous
CASE 1li: Our client is a major U.S. television
television network that is trying to decide how much to bid for the
broadcast the 2010 Winter Olympic
The Winter Olympics lasts for 16 days
The first day, a Friday, is taken up with the Opening Ceremonies
hours of broadcasting) from 8
The games themselves are the held during the next fourteen
of broadcasting per day)
o Our client will broadcast Olympics weekd
noon, 2-5 p.m., and 7
o Our client will broadcast Olympics weekend coverage from 11
9 PM
The final day, a Saturday, is taken up with the Closing
of broadcasting) from 8-

Revenue for this project is entirely based on advertising
Our client is a broadcast television network that
revenue
It will, however, be able to keep 100% of its
sharing any with its affiliates
Advertising rates are estimat
prime-time programming and $200,000
time programming
o Slot. = 30 seconds of advertising time
o Prime Time = M-F from 7 PM . 11 PM; Sat

cost or quality. However, in the near future this could turn sustainable so an eye
should be kept on this market.
: Our client is a major U.S. television networkkWe have been retained by a
that is trying to decide how much to bid for the
broadcast the 2010 Winter Olympic Games in British Columbia, Canada
sts for 16 days
The first day, a Friday, is taken up with the Opening Ceremonies
hours of broadcasting) from 8-11 PM
The games themselves are the held during the next fourteen days (10 hours
of broadcasting per day)
Our client will broadcast Olympics weekday coverage from 9
5 p.m., and 7-11 p.m.
Our client will broadcast Olympics weekend coverage from 11
The final day, a Saturday, is taken up with the Closing Ceremonies (3 hours
-11 PM
ect is entirely based on advertising
Our client is a broadcast television network that receives no subscription
It will, however, be able to keep 100% of its advertising revenue, without
affiliates
Advertising rates are estimated to be $400,000 per 30- second ad for
time programming and $200,000 per 30-second ad for non
Slot. = 30 seconds of advertising time
F from 7 PM . 11 PM; Sat-Sun all day

Page 71
cost or quality. However, in the near future this could turn sustainable so an eye
We have been retained by a
that is trying to decide how much to bid for the rights to
Games in British Columbia, Canada
The first day, a Friday, is taken up with the Opening Ceremonies
days (10 hours
ay coverage from 9 a.m. to
Our client will broadcast Olympics weekend coverage from 11 AM to
Ceremonies (3 hours
receives no subscription
advertising revenue, without
second ad for
second ad for non-prime-
2014 SPJIMR Consulting Casebook

o Non Prime Time = M
Market research has shown that consumers / watchers
than 10 minutes of advertising tim
watching if there is more advertising than that

There are other potential issues to explore as well

Tangible Costs: These are estimated to total
Opportunity Cost: How profitable would the other
be airing on our network
Time Value of Money: We can assume a six
payments of our rights fees in
early 2010

Finally, there are also some intangible factors
This might give us access t
There is prestige associated with
We can use some of the air time

Winter Olympics Bidding Case
This case was adopted by the editorial team for this book from a case that was
given to Chris Dupre from the Kellogg Class of 2003 at a Kellogg "Super Saturday
Case Workshop" by a Kellogg alum at A.T. Kearney

General Comments
This case combines public math with the need to come up with some key
qualitative insights. This is a high
partner in a second-round case interview than by a manage
first-round case interview. But, regardless of
needs both to nail the math and also to come up with the

Non Prime Time = M-F all other times
et research has shown that consumers / watchers can take no more
than 10 minutes of advertising time per hour of television; they will stop
is more advertising than that
There are other potential issues to explore as well
: These are estimated to total $428,000,000
Opportunity Cost: How profitable would the other programming that would
be airing on our network be?
Time Value of Money: We can assume a six-year lag time between
payments of our rights fees in early 2004 and the receipt of revenues in
Finally, there are also some intangible factors
This might give us access to viewers that we would otherwise not have
There is prestige associated with this event
We can use some of the air time to promote our other programming
Winter Olympics Bidding Case - Solutions and De-Brief Origins
This case was adopted by the editorial team for this book from a case that was
Chris Dupre from the Kellogg Class of 2003 at a Kellogg "Super Saturday
ogg alum at A.T. Kearney.
This case combines public math with the need to come up with some key
insights. This is a high-level case that is more likely to be given by a
case interview than by a manager or consultant in a
round case interview. But, regardless of the setting, the successful candidate
needs both to nail the math and also to come up with the important questions to

Page 72
can take no more
per hour of television; they will stop
programming that would
lag time between
e receipt of revenues in
not have
gramming
This case was adopted by the editorial team for this book from a case that was
Chris Dupre from the Kellogg Class of 2003 at a Kellogg "Super Saturday
This case combines public math with the need to come up with some key
level case that is more likely to be given by a
r or consultant in a
the setting, the successful candidate
important questions to
2014 SPJIMR Consulting Casebook

ask to value the project. This is not a slide
needs to identify the relevant issues to do well here.

Solutions
Calculate the total revenue for this project, which are $928 million. The revenue
math calculations are as follows:

Prime Time Revenues: Weekday (M
min/hr x 2 slots/min x $400,000/slot
Weekend (Sat-Sun): 4 weekend days x 10 hrs/weekend day x 10 min/hr x 2
slots/min x $400,000/slot = $320 Million
Opening Ceremony: 3 hrs x 10 min/hr x 2 slots/min x $400,000/slot = $24
Million
Closing Ceremony: 3 hrs x 10 min/hr x 2 slots/min x $400,000/slot = $24
Million
Non-Prime Time Revenues
Weekday (M-F): 10 weekdays x 6 hrs/weekday x 10 min/hr x 2 slots/min x
$200,000/slot = $240 million
Total Revenue = $320M + $320M + $24M + $24M + $240M =

It may take the candidate up to 3
candidate will work slowly and steadily rather than rushing and risking a mistake.
And, as with many public math problems, the candidate should set the problem
up correctly which is as important
calculations correctly.

The next element that needs to be calculated is cost. Successful prospects will
identify that there are three main areas of cost before being :
actual production costs, opportunity costs, and the time value of money.


ask to value the project. This is not a slide-heavy case, but the pros
needs to identify the relevant issues to do well here.
alculate the total revenue for this project, which are $928 million. The revenue
calculations are as follows:
Weekday (M-F): 10 weekdays x 4 hrs/week
min/hr x 2 slots/min x $400,000/slot = $320 Million
4 weekend days x 10 hrs/weekend day x 10 min/hr x 2
$400,000/slot = $320 Million
: 3 hrs x 10 min/hr x 2 slots/min x $400,000/slot = $24
: 3 hrs x 10 min/hr x 2 slots/min x $400,000/slot = $24
Prime Time Revenues:
10 weekdays x 6 hrs/weekday x 10 min/hr x 2 slots/min x
= $240 million
Total Revenue = $320M + $320M + $24M + $24M + $240M = $928 million
It may take the candidate up to 3-5 minutes to do these calculations. A good
will work slowly and steadily rather than rushing and risking a mistake.
public math problems, the candidate should set the problem
rrectly which is as important as, if not more important than, doing the
The next element that needs to be calculated is cost. Successful prospects will
that there are three main areas of cost before being :
costs, opportunity costs, and the time value of money.

Page 73
heavy case, but the prospect really
alculate the total revenue for this project, which are $928 million. The revenue
F): 10 weekdays x 4 hrs/weekday x 10
4 weekend days x 10 hrs/weekend day x 10 min/hr x 2
: 3 hrs x 10 min/hr x 2 slots/min x $400,000/slot = $24
: 3 hrs x 10 min/hr x 2 slots/min x $400,000/slot = $24
10 weekdays x 6 hrs/weekday x 10 min/hr x 2 slots/min x
$928 million
5 minutes to do these calculations. A good
will work slowly and steadily rather than rushing and risking a mistake.
public math problems, the candidate should set the problem
as, if not more important than, doing the
The next element that needs to be calculated is cost. Successful prospects will
costs, opportunity costs, and the time value of money.
2014 SPJIMR Consulting Casebook

Candidates should ask the interviewer to
categories.
If the candidate asks, which (s)he should, the interviewer can also say that the
opportunity cost is $1 million/hour of displaced programming and that the
weighted average cost of capital (WACC)

In calculating the time value of money, the candidate
the rule of 72,. which says that the number of years
is equal to 72 divided by the rate of return. In other words, money invested at a
9% annual rate will double in 8 years,
double in 6 years, etc. Since there is a six
rights in early 2004) and revenues (getting money in early 2010),
cost of capital is 12%, it therefore follows that all 2010 cash flows can be halved
to find their 2004 equivalents.

So, the relevant profitability analysis

Revenues + $928,000,000 in 2010
Actual Costs - $428,000,000 in 2010
Opportunity Costs - $146,000,000 in 2010
----------------------------
Total = $346,000,000 in 2010 divided by 2

The candidate can come up with some insights .

While there is no correct answer for this case, the
(NPV) of this project, coupled with the intangible benefits, would argue for a bid
in the $200 million range. Any candidate who comes up with a number that is not
in that ballpark will have to
right.


Candidates should ask the interviewer to provide data on each of the three cost
candidate asks, which (s)he should, the interviewer can also say that the
million/hour of displaced programming and that the
weighted average cost of capital (WACC) for this project is 12%/year.
In calculating the time value of money, the candidate will be helped by knowing
of 72,. which says that the number of years that it takes money to double
by the rate of return. In other words, money invested at a
9% annual rate will double in 8 years, money invested at a 12% annual rate will
double in 6 years, etc. Since there is a six-year lag between expenses (buying the
rights in early 2004) and revenues (getting money in early 2010), and since the
cost of capital is 12%, it therefore follows that all 2010 cash flows can be halved
find their 2004 equivalents.
So, the relevant profitability analysis is:
Revenues + $928,000,000 in 2010
$428,000,000 in 2010
$146,000,000 in 2010
divided by 2 = $177,000,000 in 2004
can come up with some insights .
answer for this case, the $177 million net present value
of this project, coupled with the intangible benefits, would argue for a bid
range. Any candidate who comes up with a number that is not
provide an in-depth justification as to why that is

Page 74
provide data on each of the three cost
candidate asks, which (s)he should, the interviewer can also say that the
million/hour of displaced programming and that the

will be helped by knowing
that it takes money to double
by the rate of return. In other words, money invested at a
money invested at a 12% annual rate will
xpenses (buying the
and since the
cost of capital is 12%, it therefore follows that all 2010 cash flows can be halved
$177 million net present value
of this project, coupled with the intangible benefits, would argue for a bid
range. Any candidate who comes up with a number that is not
depth justification as to why that is
2014 SPJIMR Consulting Casebook

CASE 2: CANADA CO

Step 1: Actively listen to the case
Your client is the largest discount retailer in Canada, with 500 stores spread
throughout the country. Let's call it C
CanadaCo has surpassed the second
relative market share and profitability. However, the largest discount retailer in
the United States, USCo, has just
planning to convert all 300 stores to USCo
perturbed by this turn of events, and asks you the
worried? How should I react? How would you advise the

Step 2: Establish understanding of the case
So, the client, CanadaCo, is facing competition in Canada from a U.S.
competitor. Our task is to evaluate the extent of the threat and advise the client
on a strategy. Before I can advise the CEO I need some more information
the situation. First of all, I'm not

A discount retailer sells a large variety of consumer goods at discounted prices,
generally carrying everything from housewares and appliances to clothing. Kmart,
Woolworth, and Wal-Mart are prime examples in the U.S.

Step 3: Set up the framework
Oh, I see. Then I think it makes sense to structure the problem this way: First,
let's understand the competition in the Canadian market and how CanadaCo
has become the market leader. Then let's look at the U.S. to understand how
USCo has achieved its position. At the end, we can merge the two discussions to
understand whether USCo's strength in the U.S. is transferable to the Canadian
market.


Step 1: Actively listen to the case
Your client is the largest discount retailer in Canada, with 500 stores spread
country. Let's call it CanadaCo. For several years running,
second-largest Canadian retailer (300 stores) in both
profitability. However, the largest discount retailer in
the United States, USCo, has just bought out CanadaCo's competition and is
planning to convert all 300 stores to USCo stores. The CEO of CanadaCo is quite
perturbed by this turn of events, and asks you the following questions: Should I be
worried? How should I react? How would you advise the CEO?
lish understanding of the case
So, the client, CanadaCo, is facing competition in Canada from a U.S.
task is to evaluate the extent of the threat and advise the client
can advise the CEO I need some more information
the situation. First of all, I'm not sure I understand what a discount retailer is!
A discount retailer sells a large variety of consumer goods at discounted prices,
carrying everything from housewares and appliances to clothing. Kmart,
Mart are prime examples in the U.S.

Oh, I see. Then I think it makes sense to structure the problem this way: First,
understand the competition in the Canadian market and how CanadaCo
et leader. Then let's look at the U.S. to understand how
position. At the end, we can merge the two discussions to
strength in the U.S. is transferable to the Canadian

Page 75
Your client is the largest discount retailer in Canada, with 500 stores spread
anadaCo. For several years running,
largest Canadian retailer (300 stores) in both
profitability. However, the largest discount retailer in
competition and is
stores. The CEO of CanadaCo is quite
following questions: Should I be
So, the client, CanadaCo, is facing competition in Canada from a U.S.
task is to evaluate the extent of the threat and advise the client
can advise the CEO I need some more information about
sure I understand what a discount retailer is!
A discount retailer sells a large variety of consumer goods at discounted prices,
carrying everything from housewares and appliances to clothing. Kmart,
Oh, I see. Then I think it makes sense to structure the problem this way: First,
understand the competition in the Canadian market and how CanadaCo
et leader. Then let's look at the U.S. to understand how
position. At the end, we can merge the two discussions to
strength in the U.S. is transferable to the Canadian
2014 SPJIMR Consulting Casebook

That sounds fine. Let's start, then, with the Canadian discount retail market. What
would you like to know?

Step 4: Evaluate the case using the framework
Are CanadaCo's 500 stores close to the competition's 300 stores, or do they
serve different geographic areas?
The stores are located in similar geographic regions. In fact, you might even see a
CanadaCo store on one corner, and the competition on the very next corner.

Do CanadaCo and the competition sell a similar product mix?
Yes. CanadaCo's stores tend to have a wider variety of bra
large, the product mix is similar.

Are CanadaCo's prices significantly lower than the competition's?
No. For certain items CanadaCo is less expensive, and for others the competition
is less expensive, but the average price level is si

Is CanadaCo more profitable just because it has more stores, or does it have
higher profits per store?
It actually has higher profits than the competition on a per

Well, higher profits could be the result of lower costs or higher reve
the higher per-store profits due to lower costs than the competition's or the
result of higher perstore sales?
CanadaCo's cost structure isn't any lower than the competition's. Its higher per
store profits are due to higher per

Is that because it has bigger stores?
No. CanadaCo's average store size is approx
competition.


then, with the Canadian discount retail market. What
Step 4: Evaluate the case using the framework
Are CanadaCo's 500 stores close to the competition's 300 stores, or do they
different geographic areas?
in similar geographic regions. In fact, you might even see a
CanadaCo store on one corner, and the competition on the very next corner.
Do CanadaCo and the competition sell a similar product mix?
Yes. CanadaCo's stores tend to have a wider variety of brand names, but by and
product mix is similar.
Are CanadaCo's prices significantly lower than the competition's?
No. For certain items CanadaCo is less expensive, and for others the competition
expensive, but the average price level is similar.
Is CanadaCo more profitable just because it has more stores, or does it have
It actually has higher profits than the competition on a per-store basis.
Well, higher profits could be the result of lower costs or higher reve
store profits due to lower costs than the competition's or the
sales?
CanadaCo's cost structure isn't any lower than the competition's. Its higher per
profits are due to higher per-store sales.
hat because it has bigger stores?
No. CanadaCo's average store size is approximately the same as that of the

Page 76
then, with the Canadian discount retail market. What
Are CanadaCo's 500 stores close to the competition's 300 stores, or do they
in similar geographic regions. In fact, you might even see a
CanadaCo store on one corner, and the competition on the very next corner.
nd names, but by and
No. For certain items CanadaCo is less expensive, and for others the competition
Is CanadaCo more profitable just because it has more stores, or does it have
store basis.
Well, higher profits could be the result of lower costs or higher revenues. Are
store profits due to lower costs than the competition's or the
CanadaCo's cost structure isn't any lower than the competition's. Its higher per-
imately the same as that of the
2014 SPJIMR Consulting Casebook

If they're selling similar products at similar prices in similarly
similar locations, why are CanadaCo's per
competition's?
It's your job to figure that out!

Is CanadaCo better managed than the competition?
I don't know that CanadaCo as a company is necessarily better managed, but I can
tell you that its management model for individual stores

How so?
The competitor's stores are centrally owned by the company, while CanadaCo
uses a franchise model in which each individual store is owned and managed by a
franchisee who has invested in the store and retains part of th
In that case, I would guess that the CanadaCo stores are probably better
managed, since the individual storeowners have a greater incentive to maximize
profit.
You are exactly right. It turns out that CanadaCo's higher sales are due primarily
to a significantly higher level of customer service. The stores are cleaner, more
attractive, better stocked, and so on. The company discovered this through a
series of customer surveys last year. I think you've sufficiently covered the
Canadian market-let's move now to

How many stores does USCo own in the U.S., and how many does the second
largest discount retailer own?

USCo owns 4,000 stores and the second
1,000 stores.

Are USCo stores bigger than those of the typical discount retailer in the U.S.?
Yes. USCo stores average 200,000 square feet, whereas the typical discount retail
store is approximately 100,000 square feet.

If they're selling similar products at similar prices in similarly-sized stores in
locations, why are CanadaCo's per-store sales higher than the
It's your job to figure that out!
Is CanadaCo better managed than the competition?
I don't know that CanadaCo as a company is necessarily better managed, but I can
that its management model for individual stores is significantly different.
The competitor's stores are centrally owned by the company, while CanadaCo
franchise model in which each individual store is owned and managed by a
has invested in the store and retains part of the profit.
In that case, I would guess that the CanadaCo stores are probably better
the individual storeowners have a greater incentive to maximize
You are exactly right. It turns out that CanadaCo's higher sales are due primarily
significantly higher level of customer service. The stores are cleaner, more
better stocked, and so on. The company discovered this through a
surveys last year. I think you've sufficiently covered the
move now to a discussion of the U.S. market.
How many stores does USCo own in the U.S., and how many does the second
discount retailer own?
USCo owns 4,000 stores and the second-largest competitor owns approximately
s bigger than those of the typical discount retailer in the U.S.?
Yes. USCo stores average 200,000 square feet, whereas the typical discount retail
approximately 100,000 square feet.

Page 77
sized stores in
les higher than the
I don't know that CanadaCo as a company is necessarily better managed, but I can
is significantly different.
The competitor's stores are centrally owned by the company, while CanadaCo
franchise model in which each individual store is owned and managed by a
e profit.
In that case, I would guess that the CanadaCo stores are probably better
the individual storeowners have a greater incentive to maximize
You are exactly right. It turns out that CanadaCo's higher sales are due primarily
significantly higher level of customer service. The stores are cleaner, more
better stocked, and so on. The company discovered this through a
surveys last year. I think you've sufficiently covered the
How many stores does USCo own in the U.S., and how many does the second-
largest competitor owns approximately
s bigger than those of the typical discount retailer in the U.S.?
Yes. USCo stores average 200,000 square feet, whereas the typical discount retail
2014 SPJIMR Consulting Casebook


Those numbers suggest that USCo should be selling roughly eight
volume of the nearest U.S. competitor!
Close. USCo's sales are approximately $5 billion, whereas the nearest competitor
sells about $1 billion worth of merchandise.

I would think that sales of that size give USCo significant clout with supplier
Does it have a lower cost of goods than the competition?
In fact, its cost of goods is approximately 15 percent less than that of the
competition.

So it probably has lower prices.
Right again. Its prices are on average about ten percent lower than thos
competition.

So it seems that USCo has been so successful primarily because it has lower
prices than its competitors.
That's partly right. Its success probably also has something to do with a larger
selection of products, given the larger average

How did USCo get so much bigger than the competition?
It started by building superstores in rural markets served mainly by mom
stores and small discount retailers. USCo bet that people would be willing to buy
from it, and it was right. As it grew and developed more clout with suppliers, it
began to buy out other discount retailers and convert their stores to the USCo
format.

So whenever USCo buys out a competing store, it also physically expands it?
Not necessarily. Sometimes it does,
format, I meant that it carries the same brands at prices that are on average ten
percent lower than the competition's.

Those numbers suggest that USCo should be selling roughly eight
the nearest U.S. competitor!
Close. USCo's sales are approximately $5 billion, whereas the nearest competitor
about $1 billion worth of merchandise.
I would think that sales of that size give USCo significant clout with supplier
have a lower cost of goods than the competition?
In fact, its cost of goods is approximately 15 percent less than that of the
So it probably has lower prices.
Right again. Its prices are on average about ten percent lower than thos
So it seems that USCo has been so successful primarily because it has lower
That's partly right. Its success probably also has something to do with a larger
products, given the larger average store size.
How did USCo get so much bigger than the competition?
It started by building superstores in rural markets served mainly by mom
and small discount retailers. USCo bet that people would be willing to buy
. As it grew and developed more clout with suppliers, it
discount retailers and convert their stores to the USCo
So whenever USCo buys out a competing store, it also physically expands it?
Not necessarily. Sometimes it does, but when I said it converts it to the USCo
meant that it carries the same brands at prices that are on average ten
the competition's.

Page 78
Those numbers suggest that USCo should be selling roughly eight times the
Close. USCo's sales are approximately $5 billion, whereas the nearest competitor
I would think that sales of that size give USCo significant clout with suppliers.
In fact, its cost of goods is approximately 15 percent less than that of the
Right again. Its prices are on average about ten percent lower than those of the
So it seems that USCo has been so successful primarily because it has lower
That's partly right. Its success probably also has something to do with a larger
It started by building superstores in rural markets served mainly by mom-and-pop
and small discount retailers. USCo bet that people would be willing to buy
. As it grew and developed more clout with suppliers, it
discount retailers and convert their stores to the USCo
So whenever USCo buys out a competing store, it also physically expands it?
but when I said it converts it to the USCo
meant that it carries the same brands at prices that are on average ten
2014 SPJIMR Consulting Casebook

What criteria does USCo use in deciding whether it should physically expand a
store it's just bought out?
It depends on a lot of factors, such as the size of the existing store, local market
competition, local real estate costs, and so on, but I don't think we need to go
into that here.
Well, I thought it might be relevant in terms of predicting
the 300 stores that it bought in Canada.
Let's just assume that it doesn't plan to expand the Canadian stores beyond their
current size.

OK. I think I've learned enough about USCo. I'd like to ask a few questions about
USCo's ability to succeed in the Canadian market. Does USCo have a strong
brand name in Canada?
No. Although members of the Canadian business community are certainly familiar
with the company because of its U.S. success, the Canadian consumer is basically
unaware of USCo's existence.

Does CanadaCo carry products similar to USCo's, or does the Canadian
consumer expect different products and brands than the U.S. discount retail
consumer?
The two companies carry similar products, although the CanadaCo stores lean
more heavily toward Canadian suppliers.

How much volume does CanadaCo actually sell?
About $750 million worth of goods annually.

Is there any reason to think that the costs of doing business for USCo will be
higher in the Canadian market?
Can you be more specific?

I mean, for example, are labor or leasing costs higher in Canada than in the U.S.?

What criteria does USCo use in deciding whether it should physically expand a
It depends on a lot of factors, such as the size of the existing store, local market
competition, local real estate costs, and so on, but I don't think we need to go
Well, I thought it might be relevant in terms of predicting what it will do with
stores that it bought in Canada.
Let's just assume that it doesn't plan to expand the Canadian stores beyond their
OK. I think I've learned enough about USCo. I'd like to ask a few questions about
to succeed in the Canadian market. Does USCo have a strong
No. Although members of the Canadian business community are certainly familiar
company because of its U.S. success, the Canadian consumer is basically

Does CanadaCo carry products similar to USCo's, or does the Canadian
different products and brands than the U.S. discount retail
The two companies carry similar products, although the CanadaCo stores lean
toward Canadian suppliers.
How much volume does CanadaCo actually sell?
About $750 million worth of goods annually.
Is there any reason to think that the costs of doing business for USCo will be
Canadian market?
I mean, for example, are labor or leasing costs higher in Canada than in the U.S.?

Page 79
What criteria does USCo use in deciding whether it should physically expand a
It depends on a lot of factors, such as the size of the existing store, local market
competition, local real estate costs, and so on, but I don't think we need to go
what it will do with
Let's just assume that it doesn't plan to expand the Canadian stores beyond their
OK. I think I've learned enough about USCo. I'd like to ask a few questions about
to succeed in the Canadian market. Does USCo have a strong
No. Although members of the Canadian business community are certainly familiar
company because of its U.S. success, the Canadian consumer is basically
Does CanadaCo carry products similar to USCo's, or does the Canadian
different products and brands than the U.S. discount retail
The two companies carry similar products, although the CanadaCo stores lean
Is there any reason to think that the costs of doing business for USCo will be
I mean, for example, are labor or leasing costs higher in Canada than in the U.S.?
2014 SPJIMR Consulting Casebook

Canada does have significantly higher labor costs, and I'm not sure about the
costs of leasing space. What are you driving at?

I was thinking that if there were a higher
perhaps USCo would have to charge higher prices than it does in the U.S. to
cover its costs.
That's probably true, but remember, Canada
high labor costs. Can you think of additional costs inc
operations that would not be incurred by CanadaCo?
USCo might incur higher distribution costs than CanadaCo because it will have
to ship product from its U.S. warehouses up to Canada.
You are partially right. CanadaCo has the advan
network spans less geographic area and it gets more products from Canadian
suppliers. However, since CanadaCo continues to get a good deal of product from
the U.S., the actual advantage to CanadaCo is not great
overall costs.

All this suggests that USCo will be able to retain a significant price advantage
over CanadaCo's stores: if not ten percent, then at least seven to eight percent.
I would agree with that conclusion.

Step 5: Summarize and make recommendations
I would tell the CEO the following: In the near term, you might be safe. Your
stores have a much stronger brand name in Canada than USCo's, and they seem
to be well managed. However, as consumers get used to seeing prices that are
consistently seven to eight percent less at USCo, they will realize that shopping
at USCo means significant savings
consumers will remain loyal out of habit or
it is reasonable to expect the discount shopper to
Moreover, over time your brand
more familiar to Canadian consumers. You certainly have to

Canada does have significantly higher labor costs, and I'm not sure about the
leasing space. What are you driving at?
I was thinking that if there were a higher cost of doing business in Canada,
would have to charge higher prices than it does in the U.S. to
That's probably true, but remember, CanadaCo must also cope with the same
costs. Can you think of additional costs incurred by USCo's Canadian
not be incurred by CanadaCo?
USCo might incur higher distribution costs than CanadaCo because it will have
product from its U.S. warehouses up to Canada.
You are partially right. CanadaCo has the advantage in distribution costs, since its
spans less geographic area and it gets more products from Canadian
since CanadaCo continues to get a good deal of product from
advantage to CanadaCo is not great-only about two percent of
All this suggests that USCo will be able to retain a significant price advantage
CanadaCo's stores: if not ten percent, then at least seven to eight percent.
I would agree with that conclusion.
make recommendations
I would tell the CEO the following: In the near term, you might be safe. Your
a much stronger brand name in Canada than USCo's, and they seem
However, as consumers get used to seeing prices that are
percent less at USCo, they will realize that shopping
at USCo means significant savings over the course of the year. Although some
consumers will remain loyal out of habit or because of your high level of service,
to expect the discount shopper to shop where prices are lowest.
Moreover, over time your brand-name advantage will erode as USCo becomes
more familiar to Canadian consumers. You certainly have to worry about losing

Page 80
Canada does have significantly higher labor costs, and I'm not sure about the
cost of doing business in Canada,
would have to charge higher prices than it does in the U.S. to
Co must also cope with the same
urred by USCo's Canadian
USCo might incur higher distribution costs than CanadaCo because it will have
tage in distribution costs, since its
spans less geographic area and it gets more products from Canadian
since CanadaCo continues to get a good deal of product from
out two percent of
All this suggests that USCo will be able to retain a significant price advantage
CanadaCo's stores: if not ten percent, then at least seven to eight percent.
I would tell the CEO the following: In the near term, you might be safe. Your
a much stronger brand name in Canada than USCo's, and they seem
However, as consumers get used to seeing prices that are
percent less at USCo, they will realize that shopping
over the course of the year. Although some
because of your high level of service,
shop where prices are lowest.
erode as USCo becomes
worry about losing
2014 SPJIMR Consulting Casebook

significant share to USCo stores in the l
something about it now, before it's too late.
Can you suggest possible strategies for CanadaCo?

Maybe it can find ways to cut costs and make the organization more efficient, so
it can keep prices low even if its cost of go
Anything else?

It might consider instituting something like a frequent shopper program, where
consumers accumulate points that entitle them to future discounts on
merchandise.
What might be a potential problem with that?
Well, it might not be that cost
significant number of shoppers who would have continued to shop there
anyway.
Any other suggestions?

CanadaCo might want to prepare a marketing or advertising campaign that
highlights its high level of service. It might even institute a CanadaCo Service
Guarantee that surpasses any guarantees offered by USCo.
Assuming the only way to keep customers is through competitive pricing, is there
anything CanadaCo can do to appear competitive to the consumer?

It might want to consider offering fewer product lines, so that it can consolidate
its buying power and negotiate prices with supp
USCo's. It might lose some customers who want the variety of products that
USCo has, but it may be able to retain the customer who is buying a limited
array of items and is just looking
All of your suggestions are interesting, and you would want to analyze the
advantages and disadvantages of each in more detail before making any
recommendations to the CEO.

significant share to USCo stores in the long term. You should probably
something about it now, before it's too late.
Can you suggest possible strategies for CanadaCo?
Maybe it can find ways to cut costs and make the organization more efficient, so
keep prices low even if its cost of goods is higher.
It might consider instituting something like a frequent shopper program, where
consumers accumulate points that entitle them to future discounts on
What might be a potential problem with that?
be that cost-effective, since it would be rewarding a
of shoppers who would have continued to shop there
CanadaCo might want to prepare a marketing or advertising campaign that
service. It might even institute a CanadaCo Service
any guarantees offered by USCo.
Assuming the only way to keep customers is through competitive pricing, is there
CanadaCo can do to appear competitive to the consumer?
It might want to consider offering fewer product lines, so that it can consolidate
buying power and negotiate prices with suppliers that are competitive with
might lose some customers who want the variety of products that
be able to retain the customer who is buying a limited
array of items and is just looking for the best price.
All of your suggestions are interesting, and you would want to analyze the
disadvantages of each in more detail before making any
recommendations to the CEO.

Page 81
ong term. You should probably do
Maybe it can find ways to cut costs and make the organization more efficient, so
It might consider instituting something like a frequent shopper program, where
consumers accumulate points that entitle them to future discounts on
effective, since it would be rewarding a
of shoppers who would have continued to shop there
CanadaCo might want to prepare a marketing or advertising campaign that
service. It might even institute a CanadaCo Service
Assuming the only way to keep customers is through competitive pricing, is there
It might want to consider offering fewer product lines, so that it can consolidate
liers that are competitive with
might lose some customers who want the variety of products that
be able to retain the customer who is buying a limited
All of your suggestions are interesting, and you would want to analyze the
disadvantages of each in more detail before making any
2014 SPJIMR Consulting Casebook

CASE 3: Online Gambling Case

A large, global gambling company is the client. The executives have noticed
the explosion in the growth of online gambling and have hired us to help them
evaluate and create their market entry stra

Additional information provided during questioning

The client is a large gambling company. They have operations in 40 countries
worldwide and are considering the online gambling market worldwide in this
endeavor. The firm is also a U.S.

The client runs several types of gaming operations. First, it facilitates lotteries
for governments globallyit develops the games, runs the transaction network
and handles the operations of the lottery. Second, it ru
operations in both the U.S. and overseas. Third, it owns and operates slot
machines that are placed in off
but growing.

The online gambling market has experienced tremendous
decade. In 1996, bets for the online gambling industry totaled approximately $17
million. In 2007, the online gambling industry is expected to total $18 billion.

Suggested high-level overview of solution

The framework that an intervie
market entry (see framework included). Once the interviewee has shown that he
or she can structure the case well, he or she should just use the data provided
effectively to answer the secondary case questions
the end. Numbers do not drive this case. Theres a quick quantitative question in
the beginning of the case to get the interviewee thinking. There is also a short

Online Gambling Case
A large, global gambling company is the client. The executives have noticed
the explosion in the growth of online gambling and have hired us to help them
evaluate and create their market entry strategy. How would you structure that?
Additional information provided during questioning
The client is a large gambling company. They have operations in 40 countries
worldwide and are considering the online gambling market worldwide in this
firm is also a U.S.-based company.
The client runs several types of gaming operations. First, it facilitates lotteries
it develops the games, runs the transaction network
handles the operations of the lottery. Second, it runs a chain of casinos with
in both the U.S. and overseas. Third, it owns and operates slot
are placed in off-gaming sites; this business is purely international,
The online gambling market has experienced tremendous growth in the last
decade. In 1996, bets for the online gambling industry totaled approximately $17
million. In 2007, the online gambling industry is expected to total $18 billion.
level overview of solution
The framework that an interviewee should be aware of is the decision tree for
entry (see framework included). Once the interviewee has shown that he
can structure the case well, he or she should just use the data provided
answer the secondary case questions and summarize the findings at
Numbers do not drive this case. Theres a quick quantitative question in
of the case to get the interviewee thinking. There is also a short

Page 82
A large, global gambling company is the client. The executives have noticed
the explosion in the growth of online gambling and have hired us to help them
tegy. How would you structure that?
The client is a large gambling company. They have operations in 40 countries
worldwide and are considering the online gambling market worldwide in this
The client runs several types of gaming operations. First, it facilitates lotteries
it develops the games, runs the transaction network
ns a chain of casinos with
in both the U.S. and overseas. Third, it owns and operates slot
gaming sites; this business is purely international,
growth in the last
decade. In 1996, bets for the online gambling industry totaled approximately $17
million. In 2007, the online gambling industry is expected to total $18 billion.
wee should be aware of is the decision tree for
entry (see framework included). Once the interviewee has shown that he
can structure the case well, he or she should just use the data provided
and summarize the findings at
Numbers do not drive this case. Theres a quick quantitative question in
of the case to get the interviewee thinking. There is also a short
2014 SPJIMR Consulting Casebook

quantitative exercise thrown in at the end to help the intervi
interviewees comfort with numbers, but it does not drive the case answer.

Also, the quantitative exercise is literally tacked on to the end of the case
may surprise the interviewee that it is even there. This is also meant to test the
interviewee to see how he or she reacts to surprises in the case format.

Breakdown of solution (including quantitative
evaluations)

Interviewee: Id like to make sure that I understand the case.

Firm: Go right ahead. What question

Interviewee: Our client is a large, global but U.S.
and is interested in entering the online gambling market. Weve been hired to
help determine its strategy for doing that. Im assuming that it doesnt curren
have any online gambling operations. Is that correct?

Firm: Yes, thats correct. The client is a large gambling company. It has operations
in 40 countries worldwide and is considering the online gambling market
worldwide in this endeavor. The client r
First, it facilitates lotteries for governments globally
the transaction network and handles the operations of the lottery. Second, it runs
a chain of casinos with operations in both the U
and operates slot machines that are placed in off
purely an international business, but a growing one. And no, currently, it has no
online gambling operations, but it has now hired us to help
that market.

Interviewee: OK, and can I assume that its a pretty attractive market to get

exercise thrown in at the end to help the interviewer test the
interviewees comfort with numbers, but it does not drive the case answer.
Also, the quantitative exercise is literally tacked on to the end of the case
may surprise the interviewee that it is even there. This is also meant to test the
terviewee to see how he or she reacts to surprises in the case format.
Breakdown of solution (including quantitative analyses and qualitative
Id like to make sure that I understand the case.
Go right ahead. What questions do you have for me?
Our client is a large, global but U.S.-based gambling company,
and is interested in entering the online gambling market. Weve been hired to
help determine its strategy for doing that. Im assuming that it doesnt curren
have any online gambling operations. Is that correct?
Yes, thats correct. The client is a large gambling company. It has operations
in 40 countries worldwide and is considering the online gambling market
in this endeavor. The client runs several types of gaming operations.
facilitates lotteries for governments globallyit develops the games, runs
network and handles the operations of the lottery. Second, it runs
casinos with operations in both the U.S. and overseas. Third, it owns
slot machines that are placed in off-gaming sites; this business is
business, but a growing one. And no, currently, it has no
but it has now hired us to help with how to get into
OK, and can I assume that its a pretty attractive market to get

Page 83
ewer test the
interviewees comfort with numbers, but it does not drive the case answer.
Also, the quantitative exercise is literally tacked on to the end of the caseit
may surprise the interviewee that it is even there. This is also meant to test the
terviewee to see how he or she reacts to surprises in the case format.
analyses and qualitative
based gambling company,
and is interested in entering the online gambling market. Weve been hired to
help determine its strategy for doing that. Im assuming that it doesnt currently
Yes, thats correct. The client is a large gambling company. It has operations
in 40 countries worldwide and is considering the online gambling market
uns several types of gaming operations.
it develops the games, runs
network and handles the operations of the lottery. Second, it runs
.S. and overseas. Third, it owns
gaming sites; this business is
business, but a growing one. And no, currently, it has no
with how to get into
OK, and can I assume that its a pretty attractive market to get
2014 SPJIMR Consulting Casebook

into, or should I evaluate that, too?

Firm: No, no need to evaluate that, too. Actually, before we even get into the
case, lets talk about what we know about the market first.
(This is not a standard case flow, but an interviewee should be prepared for
anything to happen here. A case interviewer might want to discuss case data
before getting into the structured case
interviewees abilities to roll with the punches. So, a good interviewee will be
able to shift gears and participate in whatever discussion an interviewer initiates.)

Interviewee: Okay, thatd be great. What do we know about the market so f

Firm: Weve done some quick due diligence already, and its a pretty attractive,
fast-growing market. The online gambling market has experienced tremendous
growth in the last 10 years. In 1996, bets for the online gambling industry totaled
approximately $17 million. This year, the online gambling industry is expected to
total $18 billion. Just quickly, what kind of a growth rate are we talking about
there?
(Here, the interviewer is testing an interviewees quant skills)

Interviewee: Well, if it started at $17 million, and its now over $17 billion,
a grow rate of over 1,000 percent.
(Here, the interviewee has used 17 billion, instead of 18 billion, in order to
make the math easier, which in this case is probably fine. But interviewees
should prepare themselves to do more exact math in case an interviewer is a
stickler for the numbers!)

Firm: Yes, thats right. What do you think about that growth?
(Here, the interviewer is trying to test the interviewees business
judgment/intuition.)


into, or should I evaluate that, too?
No, no need to evaluate that, too. Actually, before we even get into the
at we know about the market first.
(This is not a standard case flow, but an interviewee should be prepared for
anything to happen here. A case interviewer might want to discuss case data
getting into the structured caseand he or she also might b
abilities to roll with the punches. So, a good interviewee will be
to shift gears and participate in whatever discussion an interviewer initiates.)
Okay, thatd be great. What do we know about the market so f
Weve done some quick due diligence already, and its a pretty attractive,
growing market. The online gambling market has experienced tremendous
growth in the last 10 years. In 1996, bets for the online gambling industry totaled
ly $17 million. This year, the online gambling industry is expected to
total $18 billion. Just quickly, what kind of a growth rate are we talking about
(Here, the interviewer is testing an interviewees quant skills)
d at $17 million, and its now over $17 billion,
a grow rate of over 1,000 percent.
(Here, the interviewee has used 17 billion, instead of 18 billion, in order to
make the math easier, which in this case is probably fine. But interviewees
pare themselves to do more exact math in case an interviewer is a
Yes, thats right. What do you think about that growth?
(Here, the interviewer is trying to test the interviewees business

Page 84
No, no need to evaluate that, too. Actually, before we even get into the
(This is not a standard case flow, but an interviewee should be prepared for
anything to happen here. A case interviewer might want to discuss case data
and he or she also might be testing an
abilities to roll with the punches. So, a good interviewee will be
to shift gears and participate in whatever discussion an interviewer initiates.)
Okay, thatd be great. What do we know about the market so far?
Weve done some quick due diligence already, and its a pretty attractive,
growing market. The online gambling market has experienced tremendous
growth in the last 10 years. In 1996, bets for the online gambling industry totaled
ly $17 million. This year, the online gambling industry is expected to
total $18 billion. Just quickly, what kind of a growth rate are we talking about
d at $17 million, and its now over $17 billion, thats
(Here, the interviewee has used 17 billion, instead of 18 billion, in order to
make the math easier, which in this case is probably fine. But interviewees
pare themselves to do more exact math in case an interviewer is a
(Here, the interviewer is trying to test the interviewees business
2014 SPJIMR Consulting Casebook

Interviewee: In general, it looks great, but growth like that really isnt sustainable.
I imagine that the online gambling industry is pretty new and in its startup
and that industry growth rates will decline as the industry matures. I also
how accurate the industry metrics are in such a new industry/market. Oftentimes,
in a new industry, the metrics for that industry arent that reliable, as
measures and reporting mechanisms havent become stable.

Firm: Thats greatand thats right. The sheer
we got from third-party research helped us understand a bit about this new
market. But we wanted to know more about it. Let me show you some other data
that we collected. What does that tell you about the online gambling indus

ONLINE GAMBLING INDUSTRY GROWTH


Interviewee: Well, it tells me a couple of things. First, it reinforces the fact that
this market is still in startup and high
industry is highly fragmented
continues to grow rapidly. My guess is that there arent real barriers to entry
any company can come in and customers arent necessarily loyal to any single

In general, it looks great, but growth like that really isnt sustainable.
I imagine that the online gambling industry is pretty new and in its startup
and that industry growth rates will decline as the industry matures. I also
the industry metrics are in such a new industry/market. Oftentimes,
in a new industry, the metrics for that industry arent that reliable, as
measures and reporting mechanisms havent become stable.
and thats right. The sheer industry sizing numbers that
party research helped us understand a bit about this new
market. But we wanted to know more about it. Let me show you some other data
that we collected. What does that tell you about the online gambling indus
ONLINE GAMBLING INDUSTRY GROWTH
Well, it tells me a couple of things. First, it reinforces the fact that
market is still in startup and high-growth mode. Second, it shows me that the
is highly fragmentedthe number of online gambling companies
to grow rapidly. My guess is that there arent real barriers to entry
can come in and customers arent necessarily loyal to any single

Page 85
In general, it looks great, but growth like that really isnt sustainable.
I imagine that the online gambling industry is pretty new and in its startup phase
and that industry growth rates will decline as the industry matures. I also wonder
the industry metrics are in such a new industry/market. Oftentimes,
in a new industry, the metrics for that industry arent that reliable, as standard
industry sizing numbers that
party research helped us understand a bit about this new
market. But we wanted to know more about it. Let me show you some other data
that we collected. What does that tell you about the online gambling industry?

Well, it tells me a couple of things. First, it reinforces the fact that
growth mode. Second, it shows me that the
nline gambling companies
to grow rapidly. My guess is that there arent real barriers to entry
can come in and customers arent necessarily loyal to any single
2014 SPJIMR Consulting Casebook

company, product or brand. Third, it looks like online gambling is somewha
recession-proof. I mean, the Internet boom kind of went bust in 2000/2001, and
yet the number of online gambling companies and customers continued to grow
in this online market. Finally,
grownew customers are still coming;
(If the interviewee gets two or three of these observations, he or she has done
a good job. In fact, he or she should make at least two observations. If not, the
interviewer should press the in

Firm: Thats great. Now that you know a bit more about the industry, youre
where we and the client were at the beginning of this case. How would you
structure how to enter this market?

Interviewee: May I have a few minut

Firm: Of course. Take your time.
(Few minutes go by ...)
Interviewee: Well, with any new market entry, I think a firm has three options:
1) create a new business organically from existing lines of business and
2) get into that market by making a significant acquisition already in
marketor a series of acquisitions in that market, or 3) create that business
by a mix of both organic growth and acquisitions.
(The three options are illustrated below)

Create online gambling business organically.
Create an online gambling division within the company using its existing
resources, products, services or brands.
Create online gambling business through acquisition.
Buy an online gambling company (or companies) to ente
through an existing player with existing brands and customers.

or brand. Third, it looks like online gambling is somewha
the Internet boom kind of went bust in 2000/2001, and
gambling companies and customers continued to grow
in this online market. Finally, it looks like theres still room for the industry to
mers are still coming; so, this market will likely get bigger.
(If the interviewee gets two or three of these observations, he or she has done
a good job. In fact, he or she should make at least two observations. If not, the
interviewer should press the interviewee to come up with more.)
Thats great. Now that you know a bit more about the industry, youre
where we and the client were at the beginning of this case. How would you
structure how to enter this market?
May I have a few minutes to collect my thoughts?
Of course. Take your time.

Well, with any new market entry, I think a firm has three options:
1) create a new business organically from existing lines of business and
into that market by making a significant acquisition already in
or a series of acquisitions in that market, or 3) create that business
by a mix of both organic growth and acquisitions.
hree options are illustrated below)
mbling business organically.
Create an online gambling division within the company using its existing
resources, products, services or brands.
Create online gambling business through acquisition.
Buy an online gambling company (or companies) to enter the market
through an existing player with existing brands and customers.

Page 86
or brand. Third, it looks like online gambling is somewhat
the Internet boom kind of went bust in 2000/2001, and
gambling companies and customers continued to grow
it looks like theres still room for the industry to
so, this market will likely get bigger.
(If the interviewee gets two or three of these observations, he or she has done
a good job. In fact, he or she should make at least two observations. If not, the
Thats great. Now that you know a bit more about the industry, youre
where we and the client were at the beginning of this case. How would you
Well, with any new market entry, I think a firm has three options:
1) create a new business organically from existing lines of business and divisions,
into that market by making a significant acquisition already in that
or a series of acquisitions in that market, or 3) create that business
Create an online gambling division within the company using its existing
r the market

2014 SPJIMR Consulting Casebook

Create an online gambling business through a mixture of organic growth and
acquisition.
Make targeted, small acquisitions that will quickly mesh with
existing businesses to cre

Firm: Thats right. Now, knowing what you know about this client and this
market, which would you suggest this client do?
(This is the key question for this case. Because there is little data that would drive
an answer here, it doesnt matter so much which option an interviewee chooses
but he or she should make a recommendation with some data supporting it. The
following is an example of an answer for each.)
Create online gambling business organically.
Use the consumer-foc
divisions that mirror existing consumer brands.
could create slot machine games
machines in overseas markets.
Create online gambling business t
There are so many online gambling companies out there
be easier to buy small companies in all of
client wants to exist in. That would ensure quick market entry.
Create an online gambling business through a mixture of
acquisition.
The client could make targeted acquisitions in markets
consumer-focused businesses are not
The client could grow its existing consumer
where its brands might translate
Entry Strategy
Interviewee: If the client has hired us, my guess is that its pretty invested in
entering this market. But it sounds like it also wants to do it in a low
if its paying us to evaluate the market and create a strategy, it probably doesnt
want to take huge risks. Because the market is still so fragmented

Create an online gambling business through a mixture of organic growth and
Make targeted, small acquisitions that will quickly mesh with
existing businesses to create online gambling business.
Thats right. Now, knowing what you know about this client and this
market, which would you suggest this client do?
(This is the key question for this case. Because there is little data that would drive
it doesnt matter so much which option an interviewee chooses
he or she should make a recommendation with some data supporting it. The
is an example of an answer for each.)
Create online gambling business organically.
focused divisions of the company and create online
divisions that mirror existing consumer brands. For example, the client
could create slot machine games online that mirror their existing slot
markets.
Create online gambling business through acquisition.
There are so many online gambling companies out there already; it might
be easier to buy small companies in all of the geographic markets that the
That would ensure quick market entry.
ling business through a mixture of organic growth and
The client could make targeted acquisitions in markets where its existing
focused businesses are not that developed.
The client could grow its existing consumer-focused businesses in markets
where its brands might translate easily online.
If the client has hired us, my guess is that its pretty invested in
this market. But it sounds like it also wants to do it in a low-risk fashion
aying us to evaluate the market and create a strategy, it probably doesnt
to take huge risks. Because the market is still so fragmentedthousands of

Page 87
Create an online gambling business through a mixture of organic growth and

Thats right. Now, knowing what you know about this client and this
(This is the key question for this case. Because there is little data that would drive
it doesnt matter so much which option an interviewee chooses
he or she should make a recommendation with some data supporting it. The
create online
For example, the client
online that mirror their existing slot
already; it might
the geographic markets that the

organic growth and
where its existing
ses in markets
If the client has hired us, my guess is that its pretty invested in
risk fashion
aying us to evaluate the market and create a strategy, it probably doesnt
thousands of
2014 SPJIMR Consulting Casebook

companies it doesnt seem like theres one significant acquisition that the client
could make to enter the market in a big way. But because there are so many
companies out there, I bet it could pick up some acquisitions in key markets
where the client might not have significant current assets that it can leverage. So,
I would recommend a mix strategy: en
where the client has significant
springboards to the online world and make select acquisitions of online gambling
companies in geographic markets where it still needs s

Firm: Thats great. And its pretty close to what we actually recommended.

Interviewee: Great.

Firm: But this case actually led to another case for the firm. The client ended
up hiring us to evaluate an acquisition target in the Japanese marke
didnt have many current lines of business. The client wanted to buy this existing
company because it thought that its product development capabilities
would help bring more products to market, and faster. In fact, the client is hoping
that this new company will allow it to bring an average of three new products
to the Japanese market each year. Weve done a bit of research to
determine its R&D processes, which are summarized in the following.
Game Development Cycle

it doesnt seem like theres one significant acquisition that the client
er the market in a big way. But because there are so many
out there, I bet it could pick up some acquisitions in key markets
might not have significant current assets that it can leverage. So,
a mix strategy: enter the online gambling market organically
where the client has significant consumer-focused business that it can use as
world and make select acquisitions of online gambling
markets where it still needs some help.
Thats great. And its pretty close to what we actually recommended.
But this case actually led to another case for the firm. The client ended
up hiring us to evaluate an acquisition target in the Japanese market, where it
didnt have many current lines of business. The client wanted to buy this existing
company because it thought that its product development capabilities
would help bring more products to market, and faster. In fact, the client is hoping
s new company will allow it to bring an average of three new products
to the Japanese market each year. Weve done a bit of research to
determine its R&D processes, which are summarized in the following.

Page 88
it doesnt seem like theres one significant acquisition that the client
er the market in a big way. But because there are so many
out there, I bet it could pick up some acquisitions in key markets
might not have significant current assets that it can leverage. So,
ter the online gambling market organically
focused business that it can use as
world and make select acquisitions of online gambling
Thats great. And its pretty close to what we actually recommended.
But this case actually led to another case for the firm. The client ended
t, where it
didnt have many current lines of business. The client wanted to buy this existing
company because it thought that its product development capabilities
would help bring more products to market, and faster. In fact, the client is hoping
s new company will allow it to bring an average of three new products

2014 SPJIMR Consulting Casebook


The company currently has
Developers Roundtable stage. Given this data, do you think that the client
should make this acquisition?

Interviewee: Well, let me make sure that I understand this data first. These are
the five stages of the development with the time it takes at each stage, and new
games must pass these five screens before being brought to market?

Firm: Thats right. So, should the client acquire this company?

Interviewee: Well, if the client has 100 products enter at the Dev
Roundtable, and only 80 percent make it through that, then it has 80 products
at the R&D board screen. If only 60 percent of the 80 make it beyond there,
then only 48 enter the finance screen. From there, only 50 percent
make it to the next screen, which halves the number of products again to 12 and
again on the last screen to six. So, at the end of the development process, which
takes two years exactly, the client has six new products ready to take to market.
If you average that out over th
bring an average of three new products to market each year, which is what the

The company currently has about 100 products each year enter at the
Roundtable stage. Given this data, do you think that the client

Well, let me make sure that I understand this data first. These are
evelopment with the time it takes at each stage, and new
games must pass these five screens before being brought to market?
Thats right. So, should the client acquire this company?
Well, if the client has 100 products enter at the Developers
Roundtable, and only 80 percent make it through that, then it has 80 products
at the R&D board screen. If only 60 percent of the 80 make it beyond there,
then only 48 enter the finance screen. From there, only 50 percentor 24
screen, which halves the number of products again to 12 and
again on the last screen to six. So, at the end of the development process, which
takes two years exactly, the client has six new products ready to take to market.
If you average that out over the two yearsthat means this company can
bring an average of three new products to market each year, which is what the

Page 89

about 100 products each year enter at the
Roundtable stage. Given this data, do you think that the client
Well, let me make sure that I understand this data first. These are
evelopment with the time it takes at each stage, and new

elopers
Roundtable, and only 80 percent make it through that, then it has 80 products
at the R&D board screen. If only 60 percent of the 80 make it beyond there,
or 24
screen, which halves the number of products again to 12 and
again on the last screen to six. So, at the end of the development process, which
takes two years exactly, the client has six new products ready to take to market.
that means this company can
bring an average of three new products to market each year, which is what the
2014 SPJIMR Consulting Casebook

client wants for the Japanese market. So, yes, if all else about the company is
what the client is looking for, then yes, they should make

Firm: Thats great. Thats what we recommended, too.

5. SPJIMR INTERVIEW EXPERIENCES
PROCESS 2014
DELOITTE S&O
INTERVIEW EXPERIENCE #1
Name Akshay Sharda
Company Deloitte Strategy & Operations
Number of
Interview Rounds
3

Round 1: PI
Duration 20 minutes
Narration of the
Interview as
descriptively as
possible
Started the interview on a very informal note. Since I come
from a Marwari background, the interviewer asked questions
about my background. After
me my internship experience. Explained both the projects
concentrating more on 2 aspects:
a) The business impact it created for HCL
b) The various interactions and data analysis that had to be

client wants for the Japanese market. So, yes, if all else about the company is
what the client is looking for, then yes, they should make the acquisition.
Thats great. Thats what we recommended, too.
INTERVIEW EXPERIENCES : FINAL CAMPUS RECRUITMENT
Akshay Sharda
Deloitte Strategy & Operations
20 minutes
Started the interview on a very informal note. Since I come
from a Marwari background, the interviewer asked questions
about my background. After a very brief introduction, he asked
me my internship experience. Explained both the projects
concentrating more on 2 aspects:
a) The business impact it created for HCL
b) The various interactions and data analysis that had to be

Page 90
client wants for the Japanese market. So, yes, if all else about the company is
the acquisition.
FINAL CAMPUS RECRUITMENT
Started the interview on a very informal note. Since I come
from a Marwari background, the interviewer asked questions
a very brief introduction, he asked
me my internship experience. Explained both the projects
b) The various interactions and data analysis that had to be
2014 SPJIMR Consulting Casebook

performed.
Finally ended wi
Interviewer
This is one question which has become as thorough as
remembering my own name (Every interviewer asked this
earlier). And when I completed it with my Lawn te
Experience, he dwelled into it.
Finally gave me 2 guesstimates.
a) Number of tennis balls in the room.
of Volume. Made a minor calculation mistake here to which
the interviewer did comment, such an easy estimate and you
are committing mathematical calculation mistake in the same.
I just gave a smile and accepted the fact that I missed out a
single digit but did not show any signs of nervousness.
b) Number of Medium size industries in Mumbai.
for 30 secs and started
he responded fairly well. Then with my first line of solving the
guestimate
stopped me and said, that would be enough, you have taken
the right step and that is what I
The most peculiar thing that struck me was that the
conversation commenced in Hindi and continued for majority
of time.
The interviewer, I guess was looking for confidence while
speaking and the way interviewee responds under pressure.


performed.
Finally ended with the overall experience as a summary.
Interviewer: Tell me something about yourself in 5 minutes.
This is one question which has become as thorough as
remembering my own name (Every interviewer asked this
earlier). And when I completed it with my Lawn te
Experience, he dwelled into it.
Finally gave me 2 guesstimates.
a) Number of tennis balls in the room. Which was just a game
of Volume. Made a minor calculation mistake here to which
the interviewer did comment, such an easy estimate and you
mmitting mathematical calculation mistake in the same.
I just gave a smile and accepted the fact that I missed out a
single digit but did not show any signs of nervousness.
b) Number of Medium size industries in Mumbai.
for 30 secs and started off with certain assumptions to which
he responded fairly well. Then with my first line of solving the
guestimate Geographical method of solving the problem, he
stopped me and said, that would be enough, you have taken
the right step and that is what I wanted to check.
The most peculiar thing that struck me was that the
conversation commenced in Hindi and continued for majority

The interviewer, I guess was looking for confidence while
speaking and the way interviewee responds under pressure.

Page 91
th the overall experience as a summary.
: Tell me something about yourself in 5 minutes.
This is one question which has become as thorough as
remembering my own name (Every interviewer asked this
earlier). And when I completed it with my Lawn tennis
Which was just a game
of Volume. Made a minor calculation mistake here to which
the interviewer did comment, such an easy estimate and you
mmitting mathematical calculation mistake in the same.
I just gave a smile and accepted the fact that I missed out a
single digit but did not show any signs of nervousness.
b) Number of Medium size industries in Mumbai. Asked him
off with certain assumptions to which
he responded fairly well. Then with my first line of solving the
Geographical method of solving the problem, he
stopped me and said, that would be enough, you have taken
wanted to check.
The most peculiar thing that struck me was that the
conversation commenced in Hindi and continued for majority
The interviewer, I guess was looking for confidence while
speaking and the way interviewee responds under pressure.
2014 SPJIMR Consulting Casebook

Round 2 Details: Case based Round
Narration of the
Interview as
descriptively as
possible
A Telecommunication giant has been mandated by the
Indonesia government to provide internet services to all the
residents of the country. The company is already a pl
market, providing other services like. You as a Deloitte
consultant are hired by the company. How will you proceed?
Narration of the case
S&O
The moment I entered the hall, was surprised to see that the
panel had 3 members. Anyways, they gave t
introductions and made me feel comfortable for they had
already knew that I had just returned from my TSA case round.
Interviewer: Please tell us something about yourself in 10
minutes.
Sure sir, and started with the same mugged up paragraph tha
had prepared, but the way of delivery was what mattered. SO
presented with lots of confidence and enthusiasm.
Interviewer
And then he gave me a brief of the round.
Case Round commencement
a) He read the
b) After this, he gave me 10 secs and asked me to proceed, for
which I responded
have taken down and reiterated the entire case in different
headings to show my und
Interviewer

ound 2 Details: Case based Round
A Telecommunication giant has been mandated by the
Indonesia government to provide internet services to all the
residents of the country. The company is already a pl
market, providing other services like. You as a Deloitte
consultant are hired by the company. How will you proceed?
Narration of the case
The moment I entered the hall, was surprised to see that the
panel had 3 members. Anyways, they gave t
introductions and made me feel comfortable for they had
already knew that I had just returned from my TSA case round.
Interviewer: Please tell us something about yourself in 10

Sure sir, and started with the same mugged up paragraph tha
had prepared, but the way of delivery was what mattered. SO
presented with lots of confidence and enthusiasm.
Interviewer (After almost 7-8 mins): You have a good profile.
And then he gave me a brief of the round.
Case Round commencement
a) He read the entire case and told me to take down the notes.
b) After this, he gave me 10 secs and asked me to proceed, for
which I responded would like to conform the facts that I
have taken down and reiterated the entire case in different
headings to show my understanding of the case.
Interviewer: Yes you are right, and now that you have

Page 92
A Telecommunication giant has been mandated by the
Indonesia government to provide internet services to all the
residents of the country. The company is already a player in the
market, providing other services like. You as a Deloitte
consultant are hired by the company. How will you proceed?
The moment I entered the hall, was surprised to see that the
panel had 3 members. Anyways, they gave their brief
introductions and made me feel comfortable for they had
already knew that I had just returned from my TSA case round.
Interviewer: Please tell us something about yourself in 10
Sure sir, and started with the same mugged up paragraph that I
had prepared, but the way of delivery was what mattered. SO
presented with lots of confidence and enthusiasm.
8 mins): You have a good profile.
entire case and told me to take down the notes.
b) After this, he gave me 10 secs and asked me to proceed, for
would like to conform the facts that I
have taken down and reiterated the entire case in different
erstanding of the case.
: Yes you are right, and now that you have
2014 SPJIMR Consulting Casebook

summarized it well, here you go with the case.
think, they were judging with the initial approach we make
when given with a case.
I went through the case once again
interviewer for 2 mins to structure my thought.
After 2 mins, I started with my approach, stating that
the company already has a presence and wants to further
penetrate the market/ mandate to expand in the market, I
would like to give it a market penetration structure to it.
Interviewer
So, I then classified the various heads under which I will looked:
a) Market Size
b) Market competitor
at competitor since you have
govt. For which I replied
gauge the services that have to be provided. And also if there
can be any sharing of infrastructure with them. The customers
will demand either equal or better servic
one.
Interviewer
c) Legal issues: Here again, he said since it has been mandated,
do you think this is something you should look into.
I said, yes that may be a fair point, but still we ought to look
it because, looking at the Indian analogy, where there are
licensing issues, circle sharing issues issued by the government.
So assuming similar issues, may be there in Indonesia too, it

summarized it well, here you go with the case.
think, they were judging with the initial approach we make
when given with a case.
I went through the case once again thoroughly and asked the
interviewer for 2 mins to structure my thought.
After 2 mins, I started with my approach, stating that
the company already has a presence and wants to further
penetrate the market/ mandate to expand in the market, I
ike to give it a market penetration structure to it.
Interviewer: Interesting, go on!
So, I then classified the various heads under which I will looked:
a) Market Size
b) Market competitor Here he asked me why, would you look
at competitor since you have already been mandated by the
govt. For which I replied This has to be done in order to
gauge the services that have to be provided. And also if there
can be any sharing of infrastructure with them. The customers
will demand either equal or better services than the present
Interviewer: Ok, I understand, please continue.
c) Legal issues: Here again, he said since it has been mandated,
do you think this is something you should look into.
I said, yes that may be a fair point, but still we ought to look
it because, looking at the Indian analogy, where there are
licensing issues, circle sharing issues issued by the government.
So assuming similar issues, may be there in Indonesia too, it

Page 93
summarized it well, here you go with the case. So here I
think, they were judging with the initial approach we make
thoroughly and asked the

After 2 mins, I started with my approach, stating that Since
the company already has a presence and wants to further
penetrate the market/ mandate to expand in the market, I
ike to give it a market penetration structure to it.
So, I then classified the various heads under which I will looked:
Here he asked me why, would you look
already been mandated by the
This has to be done in order to
gauge the services that have to be provided. And also if there
can be any sharing of infrastructure with them. The customers
es than the present

c) Legal issues: Here again, he said since it has been mandated,
do you think this is something you should look into.
I said, yes that may be a fair point, but still we ought to look at
it because, looking at the Indian analogy, where there are
licensing issues, circle sharing issues issued by the government.
So assuming similar issues, may be there in Indonesia too, it
2014 SPJIMR Consulting Casebook

should not be ignored.
Interviewer
I continued with further heads:
d) Technology/infrastructure:
e) Geographical contours of Indonesia.
Interviewer
concentrate upon the last 2 issues that you mentioned.
Sure sir, can you give me a
(After a min): As given in the case that these are the basic
services already provided, I would first like to know how is the
infrastructure laid down already in the country. Can you
provide me some details for the same?
Interviewer
sheets to me.
At the initial looks of it I was a bit awestruck and did not know
where to start from. It had various different sheets
Geographical/ Consumer preference/ Cost sheets for various
technologi
distributions/ Density population of various regions in
Indonesia.
I asked him for 5 mins to analyze all the data sheets.
(After 5 mins): So I would like to look at this case under 2
heads, from a customer
view.

should not be ignored.
Interviewer: Good point, what else will you look at?
I continued with further heads:
d) Technology/infrastructure:
e) Geographical contours of Indonesia.
Interviewer: Ok that would be enough, now I would like you to
concentrate upon the last 2 issues that you mentioned.
Sure sir, can you give me a minute to collect my thoughts.
(After a min): As given in the case that these are the basic
services already provided, I would first like to know how is the
infrastructure laid down already in the country. Can you
provide me some details for the same?
rviewer: Sure, here you go! He handed over 6 data
sheets to me.
At the initial looks of it I was a bit awestruck and did not know
where to start from. It had various different sheets
Geographical/ Consumer preference/ Cost sheets for various
technologies (3G, Fiber, and Satellite)/ Frequency Bandwidth
distributions/ Density population of various regions in
Indonesia.
I asked him for 5 mins to analyze all the data sheets.
(After 5 mins): So I would like to look at this case under 2
heads, from a customers point of view and companys point of

Page 94
look at?
: Ok that would be enough, now I would like you to
concentrate upon the last 2 issues that you mentioned.
minute to collect my thoughts.
(After a min): As given in the case that these are the basic
services already provided, I would first like to know how is the
infrastructure laid down already in the country. Can you
He handed over 6 data
At the initial looks of it I was a bit awestruck and did not know
where to start from. It had various different sheets
Geographical/ Consumer preference/ Cost sheets for various
es (3G, Fiber, and Satellite)/ Frequency Bandwidth
distributions/ Density population of various regions in
I asked him for 5 mins to analyze all the data sheets.
(After 5 mins): So I would like to look at this case under 2
s point of view and companys point of
2014 SPJIMR Consulting Casebook

Interviewer
Looking at what the customers are being provided, their
satisfaction level and what is it that they are demanding.
Interviewer
adoption of the services is not an issue but only adaptability of
the technology.
So that helped me focus my thoughts on certain specific sheets
and could ignore 2 out of the 6 sheets.
Ok, so in that case, I would like to concen
sheets Geographical/ Technology and Density population.
Interviewer
First based on the geographical contours of Indonesia there are
some regions which are Volcanic eruptions prone, and which
are not I wo
Interviewer
urban?
Based on the income levels at specific regions and the
population density.
Interviewer
So the regions which are prone to volcanic eruptions, we would
like to set up Satellite connection for there is no way of setting
up of 3G and Fiber in those locations.
And in the locations which are highly urbanized, I am assuming
that there is huge populati
will require good connection for business continuity and

Interviewer: What do you mean by customers point of view?
Looking at what the customers are being provided, their
satisfaction level and what is it that they are demanding.
Interviewer: Well, I dont think I need to go into that, as the
adoption of the services is not an issue but only adaptability of
the technology.
So that helped me focus my thoughts on certain specific sheets
and could ignore 2 out of the 6 sheets.
Ok, so in that case, I would like to concentrate upon 3 specific
Geographical/ Technology and Density population.
Interviewer: That is good, please go on!
First based on the geographical contours of Indonesia there are
some regions which are Volcanic eruptions prone, and which
are not I would like to divide them into rural and urban.
Interviewer: What is your basis of dividing them into rural and
Based on the income levels at specific regions and the
population density.
Interviewer: That sounds a fair assumption, please continue.
the regions which are prone to volcanic eruptions, we would
like to set up Satellite connection for there is no way of setting
up of 3G and Fiber in those locations.
And in the locations which are highly urbanized, I am assuming
that there is huge population density of offices and hence they
will require good connection for business continuity and

Page 95
: What do you mean by customers point of view?
Looking at what the customers are being provided, their
satisfaction level and what is it that they are demanding.
eed to go into that, as the
adoption of the services is not an issue but only adaptability of
So that helped me focus my thoughts on certain specific sheets
trate upon 3 specific
Geographical/ Technology and Density population.
First based on the geographical contours of Indonesia there are
some regions which are Volcanic eruptions prone, and which
uld like to divide them into rural and urban.
: What is your basis of dividing them into rural and
Based on the income levels at specific regions and the
: That sounds a fair assumption, please continue.
the regions which are prone to volcanic eruptions, we would
like to set up Satellite connection for there is no way of setting
And in the locations which are highly urbanized, I am assuming
on density of offices and hence they
will require good connection for business continuity and
2014 SPJIMR Consulting Casebook

reliable services.
Interviewer
So, for the same I would provide fiber services.
Interviewer
Yes it is high, but since the revenue generated out of it is also
high, depending on the density population (number of
households
be able to break even by x years (I calculated this
the info given in the case).
Interviewer
rural locations?
For rural locations, since they require only bare minimum
connection services, we will provide them 3G services.
Interviewer
I sked the interviewer for another 2 minutes to come up with
other decision factors to decide.
(After 2 mins): Sir, for rural locations, we have 2 options either
setting up satellite connections or 3G services.
Looking at the cost aspect of it
Capex and Opex cost.
Capex vertical
beneficial.
Opex Cost
acquisition and maintenance charges are more for satellite

reliable services.
Interviewer: Yes, you can assume that.
So, for the same I would provide fiber services.
Interviewer: But the cost of setting it up is high ther
Yes it is high, but since the revenue generated out of it is also
high, depending on the density population (number of
households given) this will be the set up cost and hence will
be able to break even by x years (I calculated this
o given in the case).
Interviewer: Thats good, please continue, what will you do at
rural locations?
For rural locations, since they require only bare minimum
connection services, we will provide them 3G services.
Interviewer: Is that the only basis of your decision?
I sked the interviewer for another 2 minutes to come up with
other decision factors to decide.
(After 2 mins): Sir, for rural locations, we have 2 options either
setting up satellite connections or 3G services.
Looking at the cost aspect of it, we can divide into 2 headings
Capex and Opex cost.
Capex vertical Setting up Satellite connection sounds more
beneficial.
Opex Cost Considering a years time line, the cost of
acquisition and maintenance charges are more for satellite

Page 96
: But the cost of setting it up is high there.
Yes it is high, but since the revenue generated out of it is also
high, depending on the density population (number of
given) this will be the set up cost and hence will
be able to break even by x years (I calculated this based on
: Thats good, please continue, what will you do at
For rural locations, since they require only bare minimum
connection services, we will provide them 3G services.
ur decision?
I sked the interviewer for another 2 minutes to come up with
(After 2 mins): Sir, for rural locations, we have 2 options either
, we can divide into 2 headings
Setting up Satellite connection sounds more
Considering a years time line, the cost of
acquisition and maintenance charges are more for satellite
2014 SPJIMR Consulting Casebook

connection wh
So for the overall cost, even though the initial investment for
Satellite services is less, on a long term 3G services comes out
to be more beneficial.
Interviewer
have any questio

Round 3 : Partner Round
Narration of the
Interview as
descriptively as
possible
Partner Round Unlike earlier years, this time, we had to pitch
the solution we presented in the case round. So for the
presentation structured it under 3 headings
Problems and Solution. In the 5 minute presentation they
(Interviewer 1: Played the role of the company CEO,
Interviewer 2: Played the role of Deloitte CEO) asked several
questions and the basis for it. Here they were being too strict
(purposefu
trying to judge your witty reactions to certain situations they
put one it (happened during the interview) and also the
confidence one shows when under pressure. Interviewer: That
was good, do you have any qu


Preparation Tips

connection when compared to 3G services.
So for the overall cost, even though the initial investment for
Satellite services is less, on a long term 3G services comes out
to be more beneficial.
Interviewer: That would be all. Thank you very much. Do you
have any questions for us?
Round 3 : Partner Round
Partner Round Unlike earlier years, this time, we had to pitch
the solution we presented in the case round. So for the
presentation structured it under 3 headings
Problems and Solution. In the 5 minute presentation they
(Interviewer 1: Played the role of the company CEO,
Interviewer 2: Played the role of Deloitte CEO) asked several
questions and the basis for it. Here they were being too strict
(purposefully as mentioned by themselves) and were just
trying to judge your witty reactions to certain situations they
put one it (happened during the interview) and also the
confidence one shows when under pressure. Interviewer: That
was good, do you have any questions for us?
Summary
Always have a calm mind and when under pressure
do stay calm.
There will be situations where they are trying to

Page 97
So for the overall cost, even though the initial investment for
Satellite services is less, on a long term 3G services comes out
: That would be all. Thank you very much. Do you
Partner Round Unlike earlier years, this time, we had to pitch
the solution we presented in the case round. So for the
presentation structured it under 3 headings: Context/
Problems and Solution. In the 5 minute presentation they
(Interviewer 1: Played the role of the company CEO,
Interviewer 2: Played the role of Deloitte CEO) asked several
questions and the basis for it. Here they were being too strict
as mentioned by themselves) and were just
trying to judge your witty reactions to certain situations they
put one it (happened during the interview) and also the
confidence one shows when under pressure. Interviewer: That
Always have a calm mind and when under pressure
There will be situations where they are trying to
2014 SPJIMR Consulting Casebook


INTERVIEW EXPERIENCE #2
Name Siddhant Masson
Specialization Operations
Company Deloitte S&O
Selection Process :
PPO/PPI-
PPO/Finals
Finals
Role offered Consultant
Work Experience 23 Months
Number of
Interview Rounds
3

Round 1 Details
Interviewer Name Kamesh Mullapudi
Interviewer
Designation
Director
Round Type : Personal Interview

test, what different perspective one can bring to
arrive at the same solution.
Sometimes the answer lies in common sense and
not what is mentioned in the case.
Siddhant Masson
Operations
Deloitte S&O
Consultant
23 Months
Kamesh Mullapudi
Director
Personal Interview

Page 98
test, what different perspective one can bring to
lies in common sense and
2014 SPJIMR Consulting Casebook

Case Based/Personal
Interview/GD
Duration of the Process 20 Mins
Narration of the
Interview/GD, as
descriptively as
possible
Started off with Kamesh asking me to walk through my
profile. I clarified whether he wanted to know about only
those things mentioned on my resume. He said whatever
makes this whole thing interesting. I spoke about
things which werent there on my resume, things like
background, hobbies and about what made me opt for
MBA.

He then asked me about my work
worked with. It revolved around what were my
responsibilities and what was my lear
Why I switched from Consulting to a PMO etc. It then
went to my Autumns Project and Foreign internship;
which was again discussed for almost 10

Prior to me some of the students were asked to solve a
guesstimate. He asked me whe
Workshop by Deloitte. I said I could not attend it. (Actually
my shortlist came only at late night; before the interview
day
how I went about guesstimate and case preparation.
this as an opportunity to take this interview towards
something I really wanted highlight and which could be a
differentiator. I mentioned that apart from doing the
regular guesstimates, cases etc. and forming Consulting

20 Mins
Started off with Kamesh asking me to walk through my
profile. I clarified whether he wanted to know about only
those things mentioned on my resume. He said whatever
makes this whole thing interesting. I spoke about
things which werent there on my resume, things like
background, hobbies and about what made me opt for
MBA.
He then asked me about my work the two companies I
worked with. It revolved around what were my
responsibilities and what was my learning at each stint.
Why I switched from Consulting to a PMO etc. It then
went to my Autumns Project and Foreign internship;
which was again discussed for almost 10-15 min.
Prior to me some of the students were asked to solve a
guesstimate. He asked me whether I attended the Case
Workshop by Deloitte. I said I could not attend it. (Actually
my shortlist came only at late night; before the interview
but I didnt explicitly mention this). He asked about
how I went about guesstimate and case preparation.
this as an opportunity to take this interview towards
something I really wanted highlight and which could be a
differentiator. I mentioned that apart from doing the
regular guesstimates, cases etc. and forming Consulting

Page 99
Started off with Kamesh asking me to walk through my
profile. I clarified whether he wanted to know about only
those things mentioned on my resume. He said whatever
makes this whole thing interesting. I spoke about all those
things which werent there on my resume, things like
background, hobbies and about what made me opt for
the two companies I
worked with. It revolved around what were my
ning at each stint.
Why I switched from Consulting to a PMO etc. It then
went to my Autumns Project and Foreign internship;
15 min.
Prior to me some of the students were asked to solve a
ther I attended the Case
Workshop by Deloitte. I said I could not attend it. (Actually
my shortlist came only at late night; before the interview
but I didnt explicitly mention this). He asked about
how I went about guesstimate and case preparation. I saw
this as an opportunity to take this interview towards
something I really wanted highlight and which could be a
differentiator. I mentioned that apart from doing the
regular guesstimates, cases etc. and forming Consulting
2014 SPJIMR Consulting Casebook

Interest Groups
decided to study an industry
it works, value chain, players, competition, M&As,
regulations etc. and this recently culminated in a research
paper that I co

Kamesh got interested here (b
and this gave me a chance to describe the research
paper in detail. I think this was a real differentiator. And I
probably got away from solving a guesstimate.

He noticed the Corporate competitions I had won
asked about
details.
It ended with me asking a good question, which I feel
impressed Kamesh as it made him reveal an internal
statistic to answer it.

What worked for me:
being articulate a
projects.
What didnt:
Kamesh was very supportive and makes the interviewee
feel at ease.


Interest Groups as I lacked any industry background
decided to study an industry Telecom right from how
it works, value chain, players, competition, M&As,
regulations etc. and this recently culminated in a research
paper that I co-authored.
Kamesh got interested here (being from TMT background)
and this gave me a chance to describe the research
paper in detail. I think this was a real differentiator. And I
probably got away from solving a guesstimate.
He noticed the Corporate competitions I had won
asked about the experience but didnt probe further on
details.
It ended with me asking a good question, which I feel
impressed Kamesh as it made him reveal an internal
statistic to answer it.
What worked for me: My speaking skills, confidence, and
being articulate and crisp about my work experience and
projects.
What didnt: Nothing as such. This round went great.
Kamesh was very supportive and makes the interviewee
feel at ease.

Page 100
d any industry background I
right from how
it works, value chain, players, competition, M&As,
regulations etc. and this recently culminated in a research
eing from TMT background)
and this gave me a chance to describe the research
paper in detail. I think this was a real differentiator. And I
probably got away from solving a guesstimate.
He noticed the Corporate competitions I had won just
the experience but didnt probe further on
It ended with me asking a good question, which I feel
impressed Kamesh as it made him reveal an internal
My speaking skills, confidence, and
nd crisp about my work experience and
Nothing as such. This round went great.
Kamesh was very supportive and makes the interviewee
2014 SPJIMR Consulting Casebook

Round 2 Details
Interviewer
Name
Sushant Jadhav and Vikas Thiruvalluru (VT)
Interviewer
Designation
Senior Managers
Round Type :
Case
Based/Perso
nal
Interview/G
D
Case Based
Duration of
the Process
35 Min
Narration of
the
Interview/G
D, as
descriptively
as possible
I think this straight away started with the case.
Case Question:

1. Handed over sheet 1; which had only the problem statement:
Our client is a U.S Healthcare Insurance company providing
innovative solutions for individuals, employees and corporate. It
has a 20% market share. The Healthcare insurance market has
4-5 players controlling 80% of the market (including our client). As
the market is stagnating in US, What should they do?
I first looked at exploring all opportunities within US.
I visualized the Ansoff matrix
using a framework; as I dont think its a good idea to state

Sushant Jadhav and Vikas Thiruvalluru (VT)
Senior Managers
I think this straight away started with the case.
Question:
Handed over sheet 1; which had only the problem statement:
Our client is a U.S Healthcare Insurance company providing
innovative solutions for individuals, employees and corporate. It
has a 20% market share. The Healthcare insurance market has
5 players controlling 80% of the market (including our client). As
the market is stagnating in US, What should they do?
I first looked at exploring all opportunities within US.
I visualized the Ansoff matrix (again did not explicitly mention I was
sing a framework; as I dont think its a good idea to state

Page 101
Handed over sheet 1; which had only the problem statement:
Our client is a U.S Healthcare Insurance company providing
innovative solutions for individuals, employees and corporate. It
has a 20% market share. The Healthcare insurance market has top
5 players controlling 80% of the market (including our client). As
the market is stagnating in US, What should they do?
I first looked at exploring all opportunities within US.
(again did not explicitly mention I was
sing a framework; as I dont think its a good idea to state
2014 SPJIMR Consulting Casebook

frameworks during interviews unless asked to do so)
1) Market Penetration
2) Market Development
3) Product Development
keen on going outside healthcare insurance
4) Diversification
was only going to be market development

I then asked; whether the client has pan US presence, they said
Yes. Now it was clear they had to go ou
They asked me what would be the considerations for the client to go
abroad:
My response:
1) Countrys insurance sector
a. Operating Model and Value Chain
or not. As in, India till some time was still relying on the
agent mod
cost head. Since US is a developed country, it was more
likely for them to have very high reliance on the online
model (which has come to India only recently, with the likes
of Policy Bazaar and company websi
with the clients model.
If the companies in host country own or outsource
distribution, and how is it different from the clients current
presence in insurance value chain.
b. Healthcare expenditure:
insurance
c. Market Size and Growth of sector
d. Competition
e. Regulations

frameworks during interviews unless asked to do so)
Market Penetration Ruled out because market was saturated
Market Development Possible
Product Development Sushant mentioned the client is
keen on going outside healthcare insurance
Diversification As new product development was ruled out; it
was only going to be market development
I then asked; whether the client has pan US presence, they said
Yes. Now it was clear they had to go outside US.
They asked me what would be the considerations for the client to go

Countrys insurance sector
Operating Model and Value Chain: Whether it is developed
or not. As in, India till some time was still relying on the
agent model where the agent commission was a significant
cost head. Since US is a developed country, it was more
likely for them to have very high reliance on the online
model (which has come to India only recently, with the likes
of Policy Bazaar and company websites). Does it sync well
with the clients model.
If the companies in host country own or outsource
distribution, and how is it different from the clients current
presence in insurance value chain.
Healthcare expenditure: Spend on healthcare and
insurance as % of total expenditure
Market Size and Growth of sector
Competition
Regulations (extent of FDI allowed, modes of entry

Page 102
Ruled out because market was saturated
Sushant mentioned the client is not
As new product development was ruled out; it
I then asked; whether the client has pan US presence, they said
They asked me what would be the considerations for the client to go
: Whether it is developed
or not. As in, India till some time was still relying on the
el where the agent commission was a significant
cost head. Since US is a developed country, it was more
likely for them to have very high reliance on the online
model (which has come to India only recently, with the likes
tes). Does it sync well
If the companies in host country own or outsource
distribution, and how is it different from the clients current
Spend on healthcare and
(extent of FDI allowed, modes of entry
2014 SPJIMR Consulting Casebook

allowed etc.)

2) Target countrys development metrics
a. Per capita income
b. Ease of Doing Business

2. After having a small discussion about
above, they seemed satisfied with the response and handed
over the second data sheet:
This sheet had 4 tables; comparing 6 countries on various
parameters. They gave me 2 minutes to go through the table and
make decision which country w
The below table is a consolidated version of 4 tables; I cannot
recall the exact values and hence Im putting high/low values to
the best of my memory (red bold ones are the ones Im sure
about):
Coun
try
Per
capi
ta
Inco
me
India V.
Low
Chin
a
V.
Low
Austr
alia
High

allowed etc.)
Target countrys development metrics
Per capita income
Ease of Doing Business
After having a small discussion about some of the headers
above, they seemed satisfied with the response and handed
over the second data sheet:
This sheet had 4 tables; comparing 6 countries on various
parameters. They gave me 2 minutes to go through the table and
make decision which country would I choose and Why?
The below table is a consolidated version of 4 tables; I cannot
recall the exact values and hence Im putting high/low values to
the best of my memory (red bold ones are the ones Im sure
Exp.
On
health
care
Mar
ket
Size
Gro
wth
Rate
Health
care
penetr
ation
Compe
titive
Intensit
y
V. Low V.
Low
V.
High
Low Low
Low V.
Low
V.
High
Low Low
High V.
High
Low V.High High

Page 103
some of the headers
above, they seemed satisfied with the response and handed
This sheet had 4 tables; comparing 6 countries on various
parameters. They gave me 2 minutes to go through the table and
ould I choose and Why?
The below table is a consolidated version of 4 tables; I cannot
recall the exact values and hence Im putting high/low values to
the best of my memory (red bold ones are the ones Im sure
Intensit
Profita
bility
Med
High
Med
2014 SPJIMR Consulting Casebook

UK High
Italy High
Mexi
co
Low

Clearly, a choice was among the developed countries (Aus, UK and
Italy), not only because of the data in the table but also because the
client targets premium segment with innovative products which are
more likely to be successful in similar countries, where apart from
spending power, market size even the regulations are more friendly
as compared to India or China which still dont allow 100% FDI in
insurance.
Based on the above table, I told that I would go with
Reasons (Big market size, reasonable growth, and very high
penetration of healthcare insurance products which is a sign of a
developed market where innovative products of our client
likely to work)
Without probing further, they asked me what would be my second
choice. I wasnt prepared for this, and since they wanted an
immediate response
too much thought).
They asked why Italy
what stood out was its very low competitive intensity, which would
make it easier for our client to enter and grab decent market share
as compared to some of the other countries.

V.
High
High V.
Low
High High
High High High High Low
Low Low High Low Low
Clearly, a choice was among the developed countries (Aus, UK and
Italy), not only because of the data in the table but also because the
premium segment with innovative products which are
more likely to be successful in similar countries, where apart from
spending power, market size even the regulations are more friendly
as compared to India or China which still dont allow 100% FDI in
Based on the above table, I told that I would go with
(Big market size, reasonable growth, and very high
penetration of healthcare insurance products which is a sign of a
developed market where innovative products of our client

Without probing further, they asked me what would be my second
choice. I wasnt prepared for this, and since they wanted an
immediate response I shot the gun and said Italy (without giving
too much thought).
They asked why Italy, I said most metrics were more or less same
what stood out was its very low competitive intensity, which would
make it easier for our client to enter and grab decent market share
as compared to some of the other countries.

Page 104
Med
Low (-
ve)
Med
Clearly, a choice was among the developed countries (Aus, UK and
Italy), not only because of the data in the table but also because the
premium segment with innovative products which are
more likely to be successful in similar countries, where apart from
spending power, market size even the regulations are more friendly
as compared to India or China which still dont allow 100% FDI in
Based on the above table, I told that I would go with Australia.
(Big market size, reasonable growth, and very high
penetration of healthcare insurance products which is a sign of a
developed market where innovative products of our client are more
Without probing further, they asked me what would be my second
choice. I wasnt prepared for this, and since they wanted an
I shot the gun and said Italy (without giving
, I said most metrics were more or less same
what stood out was its very low competitive intensity, which would
make it easier for our client to enter and grab decent market share
2014 SPJIMR Consulting Casebook

Sushant/VT asked, whether its
the companies are bleeding (
countered this by saying that this might be just one years data, and
doesnt mean that its a norm. Sushant said, assume its 5 year
average given. I said
the second choice of country. I mentioned UK and they seemed
alright. Sushant asked among developing countries which one would
you choose; I spoke about why most metrics favored China and that
would be my choice.
Now they asked me to look at some of the entry modes and the
considerations for each entry mode.
My response:
Entry Modes
exports. Licensing and franchisee modes were also ruled out with
due reasoning considering clients business model. We were left with
JV, Brownfield or Greenfield.
I laid out the following considerations for the mode of entry:
Initial Investment and Returns, Time to market, Risk Appetite,
Regulatory barriers, Impact on brand
I asked them that which was the most important aspect for our client
and they said time to market was key. This made me recommend
brownfield (acquisition of an existing player in Australia).
They then handed me over the 3rd data
companies in Australia.
This gave me some confidence, as my first decision was right to go
with Australia.

Sushant/VT asked, whether its a good idea to enter a country where
the companies are bleeding (-ve profitability). I was stuck but
countered this by saying that this might be just one years data, and
doesnt mean that its a norm. Sushant said, assume its 5 year
average given. I said in that case Ill have to revise my decision for
the second choice of country. I mentioned UK and they seemed
alright. Sushant asked among developing countries which one would
you choose; I spoke about why most metrics favored China and that
hoice.
Now they asked me to look at some of the entry modes and the
considerations for each entry mode.

As it was a service (Insurance); I obviously ruled out
exports. Licensing and franchisee modes were also ruled out with
easoning considering clients business model. We were left with
JV, Brownfield or Greenfield.
I laid out the following considerations for the mode of entry:
Initial Investment and Returns, Time to market, Risk Appetite,
Regulatory barriers, Impact on brand and Complexity involved
I asked them that which was the most important aspect for our client
and they said time to market was key. This made me recommend
brownfield (acquisition of an existing player in Australia).
They then handed me over the 3rd data sheet. Which had data on
companies in Australia.
This gave me some confidence, as my first decision was right to go


Page 105
a good idea to enter a country where
ve profitability). I was stuck but
countered this by saying that this might be just one years data, and
doesnt mean that its a norm. Sushant said, assume its 5 year
in that case Ill have to revise my decision for
the second choice of country. I mentioned UK and they seemed
alright. Sushant asked among developing countries which one would
you choose; I spoke about why most metrics favored China and that
Now they asked me to look at some of the entry modes and the
As it was a service (Insurance); I obviously ruled out
exports. Licensing and franchisee modes were also ruled out with
easoning considering clients business model. We were left with
I laid out the following considerations for the mode of entry:
Initial Investment and Returns, Time to market, Risk Appetite,
and Complexity involved
I asked them that which was the most important aspect for our client
and they said time to market was key. This made me recommend
brownfield (acquisition of an existing player in Australia).
sheet. Which had data on
This gave me some confidence, as my first decision was right to go
2014 SPJIMR Consulting Casebook

I vaguely remember the table; so again using indicators where
needed
Company Revenue
ABC 2X
XYZ 1X
MNO 1.1X
PQR 0.7X
DEF 1.2X

It was now a mini M&A case. But Sushant/VT asked me to be quick
and tell which company and why.
After giving reas
interested in getting acquired as it already has good market share
and profitability; it was only the remaining players who might be
keen. I mentioned to Sushant/VT that here Im assuming that all
other players are open to getting acquired; and that we need to
select the best target company.
I also stated my assumption that the capital structure of all the
companies would be within a similar range
P/E more confidently.
Even though PQR wa
P/E) and could have been acquired at much lower cost (or low

I vaguely remember the table; so again using indicators where
Revenue Net Profit
Margin
P/E Penetratio
n in
ma
2X 5-6% V. High High
1X 5-6% High High
1.1X 6% Medium Medium
High
0.7X 7% V. Low Medium
1.2X 4% Medium Medium
It was now a mini M&A case. But Sushant/VT asked me to be quick
and tell which company and why.
After giving reason that the biggest player ABC would not be
interested in getting acquired as it already has good market share
and profitability; it was only the remaining players who might be
keen. I mentioned to Sushant/VT that here Im assuming that all
are open to getting acquired; and that we need to
select the best target company.
I also stated my assumption that the capital structure of all the
companies would be within a similar range so that we can use the
P/E more confidently.
Even though PQR was most profitable yet highly undervalued (low
P/E) and could have been acquired at much lower cost (or low

Page 106
I vaguely remember the table; so again using indicators where
Penetratio
n in
market
High
High
Medium-
High
Medium
Medium
It was now a mini M&A case. But Sushant/VT asked me to be quick
on that the biggest player ABC would not be
interested in getting acquired as it already has good market share
and profitability; it was only the remaining players who might be
keen. I mentioned to Sushant/VT that here Im assuming that all
are open to getting acquired; and that we need to
I also stated my assumption that the capital structure of all the
so that we can use the
s most profitable yet highly undervalued (low
P/E) and could have been acquired at much lower cost (or low
2014 SPJIMR Consulting Casebook

premium) I said it could be because of some market sentiment
against that firm that we might be unaware of. This added with its
relatively smaller s
medium-high penetration in market and a decent NPM and modest
valuation as compared to other target companies.
As closing remarks
post integration issues like c
not available as part of data provided.
What worked for me:
comprehensive. I guess my preparation
(4 members including me)
different case types, over 30 guesstimates and sector study helped
big time. The case practice helped me state most of the
considerations/headers without much effort.
What didnt:
cut/interrupted by the interviewers to move forward. I took too
much time to explain and give background/rationale behind each
decision. Interviewers are smarter and they get it without you having
to give out each and every detail.

Interviewer Name Sivakumar Paramasivam, Sudeep Krishna, Kamesh
Mullapudi
Interviewer
Designation
Senior Managers and Director
Round Type : Presentation

premium) I said it could be because of some market sentiment
against that firm that we might be unaware of. This added with its
relatively smaller size made me eliminate this. I chose MNO for its
high penetration in market and a decent NPM and modest
valuation as compared to other target companies.
As closing remarks I added that the client would have to work on
post integration issues like culture and explore synergies which were
not available as part of data provided.
What worked for me: The analysis given the time frame was quite
comprehensive. I guess my preparation Consulting Interest Group
(4 members including me) where we practiced more than 20
different case types, over 30 guesstimates and sector study helped
big time. The case practice helped me state most of the
considerations/headers without much effort.
I was being quite verbose and was constantly
ed by the interviewers to move forward. I took too
much time to explain and give background/rationale behind each
decision. Interviewers are smarter and they get it without you having
to give out each and every detail.
Round 3 Details
ivakumar Paramasivam, Sudeep Krishna, Kamesh
Mullapudi
Senior Managers and Director
Presentation

Page 107
premium) I said it could be because of some market sentiment
against that firm that we might be unaware of. This added with its
ize made me eliminate this. I chose MNO for its
high penetration in market and a decent NPM and modest
I added that the client would have to work on
ulture and explore synergies which were
The analysis given the time frame was quite
Consulting Interest Group
more than 20-25
different case types, over 30 guesstimates and sector study helped
big time. The case practice helped me state most of the
and was constantly
ed by the interviewers to move forward. I took too
much time to explain and give background/rationale behind each
decision. Interviewers are smarter and they get it without you having
ivakumar Paramasivam, Sudeep Krishna, Kamesh
2014 SPJIMR Consulting Casebook

Case Based/Personal
Interview/GD
Duration of the Process 15 Min
Narration of the
Interview/GD, as
descriptively as
possible
This was just a presentation of the case in the 2
Was pretty straight forward
clients problem statement, scope of work, assumptions,
and logical steps towards the entry strategy (and a mini
M&A)
follow for Corporate competition presentations like TBLA,
TSMG.
I had prepared slides on a piece of paper as I had got close
to 45 minutes before this round. But while presenting I
was told not use the whit
it was more of a 10 min presentation where the panel
continuously interrupted and even started discussions on
random topics. But I tried to bring back the discussion on
the entry strategy case each time.
What worked for me
wanted to test your patience and focus. As long as you
remain calm its fine.
What didnt:
during the presentation.
Final Outcome:


15 Min
This was just a presentation of the case in the 2
Was pretty straight forward it was about stating the
clients problem statement, scope of work, assumptions,
and logical steps towards the entry strategy (and a mini
M&A) backed by rationale. The usual structure that we
follow for Corporate competition presentations like TBLA,
TSMG.
I had prepared slides on a piece of paper as I had got close
to 45 minutes before this round. But while presenting I
was told not use the whiteboard and not to refer notes. So
it was more of a 10 min presentation where the panel
continuously interrupted and even started discussions on
random topics. But I tried to bring back the discussion on
the entry strategy case each time.
What worked for me: It was more of a round where they
wanted to test your patience and focus. As long as you
remain calm its fine.
What didnt: I could have perhaps used more numbers
during the presentation.
Final Outcome: Made it.
Summary

Page 108
This was just a presentation of the case in the 2
nd
round.
it was about stating the
clients problem statement, scope of work, assumptions,
and logical steps towards the entry strategy (and a mini
backed by rationale. The usual structure that we
follow for Corporate competition presentations like TBLA,
I had prepared slides on a piece of paper as I had got close
to 45 minutes before this round. But while presenting I
eboard and not to refer notes. So
it was more of a 10 min presentation where the panel
continuously interrupted and even started discussions on
random topics. But I tried to bring back the discussion on
It was more of a round where they
wanted to test your patience and focus. As long as you
I could have perhaps used more numbers
2014 SPJIMR Consulting Casebook

3 or 4 Key tips to crack
the interview
1)
2)
3)
4)
Autumns Specific:
If PPO/PPI was offered,
what went in your
favor?
What went
PPI interview was luckily scheduled 4 days after the
Deloitte S&O process


INTERVIEW EXPERIENCE #3
Name Deeksha Sahni
Specialization Finance
Company Deloitte US India
Selection Process :
PPO/PPI-PPO/Finals
Finals
Role offered Consultant, Strategy and Operations
Work Experience 23 months with AT Kearney India

1) Well rounded CV be thorough with every point
at least 5 levels deep (i.e. prepared to face 5 levels
of follow up questions)
2) Case/Guesstimate Preparation Form a consult
group (4-6 members), 2 months of effort including
30+ different cases and ~40 guesstimates
3) Dont be verbose be articulate and crisp.
4) Ask intelligent questions to the interviewer. Well
researched. Go through your interviewers profile if
possible.
What went in my favor was that the Autumns company
PPI interview was luckily scheduled 4 days after the
Deloitte S&O process So I didnt have to appear for it!
Deeksha Sahni
Finance
Deloitte US India
Finals
Consultant, Strategy and Operations
23 months with AT Kearney India

Page 109
be thorough with every point
at least 5 levels deep (i.e. prepared to face 5 levels
Form a consult
6 members), 2 months of effort including
d ~40 guesstimates
be articulate and crisp.
Ask intelligent questions to the interviewer. Well
researched. Go through your interviewers profile if
in my favor was that the Autumns company
PPI interview was luckily scheduled 4 days after the
So I didnt have to appear for it!
2014 SPJIMR Consulting Casebook

Number of Interview
Rounds
3

Interviewer Name Kamesh Mullapud, Jatin
Interviewer
Designation
Director, Strategy and Operations and Industry Lead for
TMT Practice; Dont remember for the second panelist
Round Type :
Case Based/Personal
Interview/GD
CV Based
Duration of the Process ~40 mins
Narration of the
Interview/GD, as
descriptively as
possible
- Walk us through your resume. Three key highlights of
your CV!
- Details on work experience at AT Kearney
responsibilities, learning
- Why MBA? What skills have you acquired to become a
successful consultant?
- A 2 minu
and what did you do?
- Some questions on team work
- Why consulting? Why not IB? (Had interned with JP
Morgan during autumns)
- Whats your passion? What drives you?

Round 1 Details
Kamesh Mullapud, Jatin
Director, Strategy and Operations and Industry Lead for
TMT Practice; Dont remember for the second panelist
CV Based
~40 mins
Walk us through your resume. Three key highlights of
your CV!
Details on work experience at AT Kearney
responsibilities, learning
Why MBA? What skills have you acquired to become a
successful consultant?
A 2 minute talk on the Consulting Minor
and what did you do?
Some questions on team work
Why consulting? Why not IB? (Had interned with JP
Morgan during autumns)
Whats your passion? What drives you?

Page 110
Director, Strategy and Operations and Industry Lead for
TMT Practice; Dont remember for the second panelist
Walk us through your resume. Three key highlights of
Details on work experience at AT Kearney roles and
Why MBA? What skills have you acquired to become a
te talk on the Consulting Minor what was it
Why consulting? Why not IB? (Had interned with JP
2014 SPJIMR Consulting Casebook

- Long term goal? Where do you see yoursel
down the line?
-Questions for us?

Interviewer Name Vikas Thiruvalluru, Sushant Jadhav
Interviewer
Designation
Manager (TMT Practice), Senior Manager (TMT Practice)
Round Type :
Case Based/Personal
Interview/GD
CV + Case Based
Duration of the Process ~45 mins
Narration of the
Interview/GD, as
descriptively as possible
CV / PI
- Tell us about yourself, family background etc
- How good is your finance knowledge?
- Role and responsibilities at prior workpl
client interaction, process of work etc
- Details on autumn project (was related to proposing a
stake sale deal and preparing a pitch book). Related
questions on valuation, merger and acquisition financial
concepts
Business Case

Long term goal? Where do you see yoursel
down the line?
Questions for us?
Round 2 Details
Vikas Thiruvalluru, Sushant Jadhav
Manager (TMT Practice), Senior Manager (TMT Practice)
CV + Case Based
~45 mins
CV / PI
Tell us about yourself, family background etc
How good is your finance knowledge?
Role and responsibilities at prior workplace
client interaction, process of work etc
Details on autumn project (was related to proposing a
stake sale deal and preparing a pitch book). Related
questions on valuation, merger and acquisition financial
concepts
Business Case

Page 111
Long term goal? Where do you see yourself 10-15 years
Manager (TMT Practice), Senior Manager (TMT Practice)
Tell us about yourself, family background etc
ace how much
Details on autumn project (was related to proposing a
stake sale deal and preparing a pitch book). Related
questions on valuation, merger and acquisition financial
2014 SPJIMR Consulting Casebook

Market entr
list down considerations, analyze data and select two
priority markets, out of a list of six countries
Focused both on first listing down micro and macro
factors to consider while entering a new market. Case
facts were not too tough to analyzerequired basic
calculation. (The panel, however, did not allow me to use
pen and paper a lot and asked me to mentally calculate
the numbers, if at all!!)
Market Sizing
Estimate the quantity of dal consumed in Delhi in a
mon
I first listed down the various places where dal would be
consumed
cafeterias in offices/hospitals etc. Was asked to estimate
only household consumption.
Started using the following approach
Total Population
Average number of people in a household > Average
consumption per person in a day/month (used reference
from personal example
dal during atleast one meal in a day...1 kg dal used in 20
days
Total consumption = Users x Usage
The panel seemed convinced but asked if there was any
other approach I could use
of estimating the total consumption by age group,

Market entry for a US private health insurance player
list down considerations, analyze data and select two
priority markets, out of a list of six countries
Focused both on first listing down micro and macro
factors to consider while entering a new market. Case
ts were not too tough to analyzerequired basic
calculation. (The panel, however, did not allow me to use
pen and paper a lot and asked me to mentally calculate
the numbers, if at all!!)
Market Sizing
Estimate the quantity of dal consumed in Delhi in a
month
I first listed down the various places where dal would be
consumed household, restaurants and hotels, other
cafeterias in offices/hospitals etc. Was asked to estimate
only household consumption.
Started using the following approach
Total Population of Delhi> Number of households>
Average number of people in a household > Average
consumption per person in a day/month (used reference
from personal example 4 people at my house...consume
dal during atleast one meal in a day...1 kg dal used in 20
daysso per day consumption ~ 50 gms)
Total consumption = Users x Usage
The panel seemed convinced but asked if there was any
other approach I could use gave an alternate approach
of estimating the total consumption by age group,

Page 112
y for a US private health insurance player
list down considerations, analyze data and select two
priority markets, out of a list of six countries
Focused both on first listing down micro and macro
factors to consider while entering a new market. Case
ts were not too tough to analyzerequired basic
calculation. (The panel, however, did not allow me to use
pen and paper a lot and asked me to mentally calculate
Estimate the quantity of dal consumed in Delhi in a
I first listed down the various places where dal would be
household, restaurants and hotels, other
cafeterias in offices/hospitals etc. Was asked to estimate
of Delhi> Number of households>
Average number of people in a household > Average
consumption per person in a day/month (used reference
4 people at my house...consume
dal during atleast one meal in a day...1 kg dal used in 20
The panel seemed convinced but asked if there was any
gave an alternate approach
of estimating the total consumption by age group,
2014 SPJIMR Consulting Casebook

excluding toddlers from the c

Interviewer Name Kamesh Mullapud ; Sivakumar Paramasivam
Interviewer
Designation
Director, S&O and Industry Lead for TMT Practice;
Manager, S&O
Round Type :
Case Based/Personal
Interview/GD
Presentation of Rec
Duration of the Process ~10 mins
Narration of the
Interview/GD, as
descriptively as
possible
5 minute quick presentation of recommendations made
for the case given in Round 2

Follow up questions for the remaining time

Summary
3 or 4 Key tips to crack
the interview
- Be thorough with everything on your resume
story and be ready with incidents/examples to support
your points
- Prepare for Case Interviews well

excluding toddlers from the count.
Round 3 Details
Kamesh Mullapud ; Sivakumar Paramasivam
Director, S&O and Industry Lead for TMT Practice;
Manager, S&O
Presentation of Recommendations
~10 mins
5 minute quick presentation of recommendations made
for the case given in Round 2
Follow up questions for the remaining time
Be thorough with everything on your resume
story and be ready with incidents/examples to support
your points
Prepare for Case Interviews well putting a structure in

Page 113
Kamesh Mullapud ; Sivakumar Paramasivam
Director, S&O and Industry Lead for TMT Practice;
5 minute quick presentation of recommendations made

Be thorough with everything on your resume build a
story and be ready with incidents/examples to support
putting a structure in
2014 SPJIMR Consulting Casebook

place is important
- Be confident
and hold the panels attention
going and fun loving

Autumns Specific:
If PPO/PPI was
offered, what went in
your favor?
N/A


DELOITTE TS&A
INTERVIEW EXPERIENCE #1
Name of the
candidate
Amit Otta
Company Name Deloitte
Interview Role Consultant
Interview number First round (25 mins), Case round(55
round
Personal
Interview
question
After the initial exc
Mr. Vikram Latawa gave me a mini case which was based on
ITIL (I have a foundation certification in ITIL and also was a R&D
engineer for ITSM in BMC Software, hence this choice of case. It
was pinned to my CV). Plea
and discussion. After the case discussion was over he asked me
1. Tell me about one of your hobbies which has helped you

place is important
Be confident important to carry conversation with ease
and hold the panels attention Deloitte people are easy
going and fun loving want to see if you are a fit!

Amit Otta
Consultant - Technology Strategy & Architecture
First round (25 mins), Case round(55-60 mins), No partner
After the initial exchange of pleasantries the senior manager
Mr. Vikram Latawa gave me a mini case which was based on
ITIL (I have a foundation certification in ITIL and also was a R&D
engineer for ITSM in BMC Software, hence this choice of case. It
was pinned to my CV). Please see below for the case question
and discussion. After the case discussion was over he asked me
Tell me about one of your hobbies which has helped you

Page 114
nt to carry conversation with ease
Deloitte people are easy
want to see if you are a fit!

60 mins), No partner
hange of pleasantries the senior manager
Mr. Vikram Latawa gave me a mini case which was based on
ITIL (I have a foundation certification in ITIL and also was a R&D
engineer for ITSM in BMC Software, hence this choice of case. It
se see below for the case question
and discussion. After the case discussion was over he asked me
Tell me about one of your hobbies which has helped you
2014 SPJIMR Consulting Casebook

in your professional life as well? I spoke about theatre.
2. Why Deloitte?
3. Why did you leave BMC Software
so well there?
4. In which Consulting Division of TS&A (There are 5
verticals) do you want to advance, if selected?
5. Do you have any questions for me?
Case Question A heavy equipment manufacturer has 15 different units which
rely on diffe
work independently and hence there is redundancy and
inefficient usage of resources. You have been consulted to
provide the steering committee with a blue print for the
revamp.
Case Pointers It was not m
proceed accordingly.
Frameworks and models need to be mentally used and not
mentioned during the interview.
Summarize the case in your words before jumping to the
solution. Clarify all the business object
need to be addressed. The interviewer may have additional
points which are not covered in the text of the case.
Ask relevant questions and engage the interviewer throughout
the interview.

Narration of the
case
Me: Summarised the case
problems and the objectives of the whole exercise

Interviewer: Good summary. Please proceed
Me: Any other objective I shall be aware off?
Interviewer: None


in your professional life as well? I spoke about theatre.
Why Deloitte?
Why did you leave BMC Software when you were doing
so well there?
In which Consulting Division of TS&A (There are 5
verticals) do you want to advance, if selected?
Do you have any questions for me?
A heavy equipment manufacturer has 15 different units which
rely on different IT applications. Currently all the 12 IT teams
work independently and hence there is redundancy and
inefficient usage of resources. You have been consulted to
provide the steering committee with a blue print for the

It was not mentioned that this is an ITSM case and you need to
proceed accordingly.
Frameworks and models need to be mentally used and not
mentioned during the interview.
Summarize the case in your words before jumping to the
solution. Clarify all the business objectives/problems which
need to be addressed. The interviewer may have additional
points which are not covered in the text of the case.
Ask relevant questions and engage the interviewer throughout
the interview.
Me: Summarised the case touching upon current scenario ,
problems and the objectives of the whole exercise
Interviewer: Good summary. Please proceed
Me: Any other objective I shall be aware off?
Interviewer: None

Page 115
in your professional life as well? I spoke about theatre.
when you were doing
In which Consulting Division of TS&A (There are 5
verticals) do you want to advance, if selected?
A heavy equipment manufacturer has 15 different units which
rent IT applications. Currently all the 12 IT teams
work independently and hence there is redundancy and
inefficient usage of resources. You have been consulted to
provide the steering committee with a blue print for the
entioned that this is an ITSM case and you need to
Frameworks and models need to be mentally used and not
Summarize the case in your words before jumping to the
ives/problems which
need to be addressed. The interviewer may have additional
points which are not covered in the text of the case.
Ask relevant questions and engage the interviewer throughout
touching upon current scenario ,
problems and the objectives of the whole exercise
2014 SPJIMR Consulting Casebook

Me: I will start by designing a portfolio of all services
Interviewer: Why will you start with this?

Me: I need to know which IT services can be unified and which
need to be maintained as stand alone.
Interviewer: Give me an example
Me: Maybe all 15 teams are using similar applications for
procurement registering but
application for gauging freezing conditions in production. So we
need not unify that
Interviewer: Good stuff.
Interviewer: Amit lets do one thing. Just focus on broad areas
you will look at. Just tell me areas. Dont go deep
point for now as this is the first round
Me: Ok. Once I have mapped the IT services to the business
functions they enable, and have chalked out the unification
strategy I will look at the level of outsourcing
Interviewer: Ok next point
Me: Next w
Interviewer: Good . Next point.
Me: I will then look at size of business functions and redraw the
size of the IT staff
Me: I will look at cost reductions which are possible by
removing redundant IT infra and staff.
Interviewer: Ok. Next point
Me: I will look at SLAs and OLAs which need to be maintained
Interviewer: Why cost reductions? What do you mean by SLAs
and OLAs? Why will OLAs be needed here?
Me: The client has not spelled this as a need but because cost
reduction
objective at a lesser budget. Explained him why OLAs will have

Me: I will start by designing a portfolio of all services
viewer: Why will you start with this?
Me: I need to know which IT services can be unified and which
need to be maintained as stand alone.
Interviewer: Give me an example
Me: Maybe all 15 teams are using similar applications for
procurement registering but one team is using a specific
application for gauging freezing conditions in production. So we
need not unify that
Interviewer: Good stuff.
Interviewer: Amit lets do one thing. Just focus on broad areas
you will look at. Just tell me areas. Dont go deep
point for now as this is the first round
Me: Ok. Once I have mapped the IT services to the business
functions they enable, and have chalked out the unification
strategy I will look at the level of outsourcing
Interviewer: Ok next point
Me: Next will be IT staff. Inhouse or vendor?
Interviewer: Good . Next point.
Me: I will then look at size of business functions and redraw the
size of the IT staff
Me: I will look at cost reductions which are possible by
removing redundant IT infra and staff.
viewer: Ok. Next point
Me: I will look at SLAs and OLAs which need to be maintained
Interviewer: Why cost reductions? What do you mean by SLAs
and OLAs? Why will OLAs be needed here?
Me: The client has not spelled this as a need but because cost
reduction is possible , the client will be able to achieve the
objective at a lesser budget. Explained him why OLAs will have

Page 116
Me: I will start by designing a portfolio of all services
Me: I need to know which IT services can be unified and which
Me: Maybe all 15 teams are using similar applications for
one team is using a specific
application for gauging freezing conditions in production. So we
Interviewer: Amit lets do one thing. Just focus on broad areas
you will look at. Just tell me areas. Dont go deep into each
Me: Ok. Once I have mapped the IT services to the business
functions they enable, and have chalked out the unification
Me: I will then look at size of business functions and redraw the
Me: I will look at cost reductions which are possible by
Me: I will look at SLAs and OLAs which need to be maintained
Interviewer: Why cost reductions? What do you mean by SLAs
Me: The client has not spelled this as a need but because cost
is possible , the client will be able to achieve the
objective at a lesser budget. Explained him why OLAs will have
2014 SPJIMR Consulting Casebook

to be introduced as we are now making a centralized IT service
centre with internal teams working together to support a SLA.

Interviewer:
Round 2: Case
Interview (
Interviewed by
Specialist Master
Mr. Kiran
Gaikwad)
DairyMart is one of the largest dairy companies in the world.
They have 4 business units in Australia and 2 in New Zealand.
They have acquired 3 units in Africa. The COO is unhappy with
the different warehousing practice present in Africa. You as a
consultant have to advise on the following
1. Work with COOs team to design a warehousing solution
as that present in New Zealand ( There we
exhibits on NZ and African warehousing processes)
2. Identify measures to better utilize IT resources
and staff
3. 3 vendors have pitched to the COO. Help the COO
identify the best vendor( A 2 page exhibit was provided ,
when I asked for da
4. The COO has a budget of 20 million dollars for this
initiative. The shelf
dollars. Sum total of Cost of Deloittes consulting charges
and System Integrators service charges is 18 million
dollars. So total cost
convince the COO to go ahead with this initiative?
Case Pointers The case was bulky to say the least. As it was 5+ pages including
exhibits I am only sticking to highlights
1. I decided to focus on part 1 and summarized t
first.
2. Gave a broad overview of the procedure I will be
following.
3. The exhibit on New Zealands warehousing solution was
provided only after I asked for benchmarking data.

to be introduced as we are now making a centralized IT service
centre with internal teams working together to support a SLA.
Interviewer: That will be all for now on the case front.
DairyMart is one of the largest dairy companies in the world.
They have 4 business units in Australia and 2 in New Zealand.
ve acquired 3 units in Africa. The COO is unhappy with
the different warehousing practice present in Africa. You as a
consultant have to advise on the following
Work with COOs team to design a warehousing solution
as that present in New Zealand ( There we
exhibits on NZ and African warehousing processes)
Identify measures to better utilize IT resources
and staff
3 vendors have pitched to the COO. Help the COO
identify the best vendor( A 2 page exhibit was provided ,
when I asked for data points)
The COO has a budget of 20 million dollars for this
initiative. The shelf-cost of the IT product is 7 million
dollars. Sum total of Cost of Deloittes consulting charges
and System Integrators service charges is 18 million
dollars. So total cost is 25 million dollars. How will you
convince the COO to go ahead with this initiative?
The case was bulky to say the least. As it was 5+ pages including
exhibits I am only sticking to highlights
I decided to focus on part 1 and summarized t
first.
Gave a broad overview of the procedure I will be
following.
The exhibit on New Zealands warehousing solution was
provided only after I asked for benchmarking data.

Page 117
to be introduced as we are now making a centralized IT service
centre with internal teams working together to support a SLA.
That will be all for now on the case front.
DairyMart is one of the largest dairy companies in the world.
They have 4 business units in Australia and 2 in New Zealand.
ve acquired 3 units in Africa. The COO is unhappy with
the different warehousing practice present in Africa. You as a
Work with COOs team to design a warehousing solution
as that present in New Zealand ( There were 2 pages of
exhibits on NZ and African warehousing processes)
Identify measures to better utilize IT resources infra
3 vendors have pitched to the COO. Help the COO
identify the best vendor( A 2 page exhibit was provided ,
The COO has a budget of 20 million dollars for this
cost of the IT product is 7 million
dollars. Sum total of Cost of Deloittes consulting charges
and System Integrators service charges is 18 million
is 25 million dollars. How will you
convince the COO to go ahead with this initiative?
The case was bulky to say the least. As it was 5+ pages including
I decided to focus on part 1 and summarized that portion
Gave a broad overview of the procedure I will be
The exhibit on New Zealands warehousing solution was
provided only after I asked for benchmarking data.
2014 SPJIMR Consulting Casebook

4. The exhibits on warehousing processes and solutions had
the following p
5. Point 2 was basically unified capacity management and
used my ITIL experience to spell out measures
6. Asked the interviewer about the IT process
vendors, cloud, licenses, team skills, training needed ,
Can we have a shared service centre and do away with
most of the teams for common processes? This was the
Bingo moment for me as the interviewer smiled and told
me you have got the cat
7. For the vendors I said I will look at factors before
deciding. I mentioned 5
He then handed me an exhibit.
8. For the vendors I made a balanced score card which
allows the COO to decide based on parameters whi
of high priority for him.
9. The exhibit on vendors had the following factors and

The exhibits on warehousing processes and solutions had
the following points
Teams involved
Storage nomenclature preferred
Cost per unit stored
RFID enabled - yes/no?
ERP consolidated?
Legacy systems present in African warehouses
Vendor teams in African warehouse
African warehouse used Data centre which was
outsourced
Skill levels of IT teams
Operational Metrics being captured. Operational
metrics desired
Maintenance costs and problems
Point 2 was basically unified capacity management and
used my ITIL experience to spell out measures
Asked the interviewer about the IT process
vendors, cloud, licenses, team skills, training needed ,
Can we have a shared service centre and do away with
most of the teams for common processes? This was the
Bingo moment for me as the interviewer smiled and told
me you have got the catch in the question.
For the vendors I said I will look at factors before
deciding. I mentioned 5-6 factors. He seemed pleased.
He then handed me an exhibit.
For the vendors I made a balanced score card which
allows the COO to decide based on parameters whi
of high priority for him.
The exhibit on vendors had the following factors and

Page 118
The exhibits on warehousing processes and solutions had
Legacy systems present in African warehouses

African warehouse used Data centre which was
Operational Metrics being captured. Operational
Point 2 was basically unified capacity management and
used my ITIL experience to spell out measures
Asked the interviewer about the IT processes in Africa
vendors, cloud, licenses, team skills, training needed ,
Can we have a shared service centre and do away with
most of the teams for common processes? This was the
Bingo moment for me as the interviewer smiled and told
ch in the question.
For the vendors I said I will look at factors before
6 factors. He seemed pleased.
For the vendors I made a balanced score card which
allows the COO to decide based on parameters which are
The exhibit on vendors had the following factors and
2014 SPJIMR Consulting Casebook

data points
10. I assumed weight age for all the factors and designed a
model which provide
vendor. There was cross
11. The Interviewer looked happy at the end of the round
and told me that I had handled a difficult case well.
12. I then came to the last part of the case. I told that I will
make cost pro
the new program instilled for a period of say 3 years. The
cost reductions will be evident and this will convince the
COO to spend more than the currently allocated budget
13. The interviewer told me that this is the ri
and that ended the interview.

Tips for the future
batch
Be thorough with the JD and also the division you are
applying to. This will help you to modify your answers
and speak relevant examples
Always try to get closure in your answers. Answe

data points
Vendors rating in the market
Vendors history in dairy business
Cost of maintenance
Difficulty of adoption
Team size needed to maintain
Total Cost Reduction promised by vendor
License costs
Supported provided by Vendor
Strength of Call centre facility
Difficulty in Integration
Product roadmap in terms of upgrades
Need for customization
I assumed weight age for all the factors and designed a
model which provided a cumulative score for each
vendor. There was cross-questioning at this.
The Interviewer looked happy at the end of the round
and told me that I had handled a difficult case well.
I then came to the last part of the case. I told that I will
make cost projections with current processes and with
the new program instilled for a period of say 3 years. The
cost reductions will be evident and this will convince the
COO to spend more than the currently allocated budget
The interviewer told me that this is the ri
and that ended the interview.
Be thorough with the JD and also the division you are
applying to. This will help you to modify your answers
and speak relevant examples
Always try to get closure in your answers. Answe

Page 119
promised by vendor
Product roadmap in terms of upgrades
I assumed weight age for all the factors and designed a
d a cumulative score for each
questioning at this.
The Interviewer looked happy at the end of the round
and told me that I had handled a difficult case well.
I then came to the last part of the case. I told that I will
jections with current processes and with
the new program instilled for a period of say 3 years. The
cost reductions will be evident and this will convince the
COO to spend more than the currently allocated budget
The interviewer told me that this is the right approach
Be thorough with the JD and also the division you are
applying to. This will help you to modify your answers
Always try to get closure in your answers. Answer to the
2014 SPJIMR Consulting Casebook

point
It may sound clichd but maintain your composure at all
times. In case interviews the atmosphere gets quite
tensed
Ask relevant questions during case interviews and note
down the responses. Asking a question the second time
will not go dow
Maintain eye contact while solving the case. Do not look
at your notepad all the time
If you are making assumptions , make it clear to the
interviewer and also spell out the basis for that
assumption
Do not use jargons or high
understand what they mean.



TSMG : Tata Strategic Management G
INTERVIEW EXPERIENCE #1
Name Rajesh P
Specialization Operations Management
Company TSMG ( Tata Strategic Management Group)
Selection Process :
PPO/PPI-
PPO/Finals
Finals

point
It may sound clichd but maintain your composure at all
times. In case interviews the atmosphere gets quite
tensed
Ask relevant questions during case interviews and note
down the responses. Asking a question the second time
will not go down well.
Maintain eye contact while solving the case. Do not look
at your notepad all the time
If you are making assumptions , make it clear to the
interviewer and also spell out the basis for that
assumption
Do not use jargons or high-flown words unless yo
understand what they mean.
Management Group
Rajesh P
Operations Management
TSMG ( Tata Strategic Management Group)

Page 120
It may sound clichd but maintain your composure at all
times. In case interviews the atmosphere gets quite
Ask relevant questions during case interviews and note
down the responses. Asking a question the second time
Maintain eye contact while solving the case. Do not look
If you are making assumptions , make it clear to the
interviewer and also spell out the basis for that
flown words unless you truly
2014 SPJIMR Consulting Casebook

Role offered Associate Consultant
Work Experience 32 months
Number of
Interview Rounds
1 (on campus)

Round 1 Details: Technical Interview
Interviewer Name 1. Raman K
Linkedin :
2. Siddharth Paradkar
Linkedin
http://www.linkedin.com/profile/view?id=20298450&authTyp
e=name&authToken=9a5
Interviewer
Designation
1.Practice Head
2.Principal (Logistics & SCM)
Round Type :
Case
Based/Personal
Interview/GD
Personal Interview ( A mix of everything)
Duration of the
Process
~ 1 hr 15 min

Associate Consultant
32 months
1 (on campus)
Round 1 Details: Technical Interview
1. Raman K
Linkedin : http://www.linkedin.com/pub/raman-
2. Siddharth Paradkar
http://www.linkedin.com/profile/view?id=20298450&authTyp
e=name&authToken=9a5N&trk=prof-sb-browse_map
1.Practice Head - Infocomm, Media & Education
2.Principal (Logistics & SCM)
Personal Interview ( A mix of everything)
~ 1 hr 15 min

Page 121
-k/4/847/428
http://www.linkedin.com/profile/view?id=20298450&authTyp
browse_map-name

2014 SPJIMR Consulting Casebook

Narration of the
Interview as
descriptively as
possible
1. Brief about yourself, and family background
Answered
2. As you have lived most of your life in Coimbatore
was brought up)
posting location)?
I explained that I had already spent 2 years in Mumbai and it
had treated me well so far. I pointed him out my DOCC
location which was Himachal Pradesh. I expressed my desire to
travel and visit places. I also mentioned I can adapt mys
places very soon.
Here the interview took a deviation to my
3. How did you end up in this project?
As I did not get an opportunity to live in North India, I wanted
to encash on this opportunity. More over I was interested in
the scope o
dam by Himachal Pradesh government.
4. What was the project about?
Explained with Context Action and more on Results and
Recommendations
5. How did you get the idea to develop the model in the
project?
Explained
6.Have the government implemented your
recommendations?
Explained that the recommendations were handed over to the

1. Brief about yourself, and family background
Answered
2. As you have lived most of your life in Coimbatore
was brought up) do you think you can survive in Mumbai
posting location)?
I explained that I had already spent 2 years in Mumbai and it
had treated me well so far. I pointed him out my DOCC
location which was Himachal Pradesh. I expressed my desire to
travel and visit places. I also mentioned I can adapt mys
places very soon.
Here the interview took a deviation to my DOCC project
3. How did you end up in this project?
As I did not get an opportunity to live in North India, I wanted
to encash on this opportunity. More over I was interested in
the scope of the project as it involved the construction of a
dam by Himachal Pradesh government.
4. What was the project about?
Explained with Context Action and more on Results and
Recommendations
5. How did you get the idea to develop the model in the

lained
Have the government implemented your
recommendations?
Explained that the recommendations were handed over to the

Page 122

2. As you have lived most of your life in Coimbatore (place I
do you think you can survive in Mumbai (my
I explained that I had already spent 2 years in Mumbai and it
had treated me well so far. I pointed him out my DOCC
location which was Himachal Pradesh. I expressed my desire to
travel and visit places. I also mentioned I can adapt myself to
DOCC project
As I did not get an opportunity to live in North India, I wanted
to encash on this opportunity. More over I was interested in
f the project as it involved the construction of a
Explained with Context Action and more on Results and
5. How did you get the idea to develop the model in the
Have the government implemented your
Explained that the recommendations were handed over to the
2014 SPJIMR Consulting Casebook

NGO and they were in talks with the government.
7. Was the problem defined / how was the problem framed?
Answered that there was no de
NGO and it was the team which identified, framed and defined
the scope of the problem
Summary: Frame it as a consulting experience for a client
(NGO). Stationed in a place for 2 months, understanding the
problem, framing it,
execution is what was expected from the DOCC interaction in
the interview.
Autumns Internship
8. Describe you Internship with the project scope
Elaborated on the scope of the project followed
(Context, Action and Result). In this case I had developed a 3 x
3 framework. Hence I left a hook for him to ask me about the
same.
9. Can you elaborate on the framework that you have
mentioned about?
Explained it on the board so that both the panel
would have a better idea. It also served the purpose of
demonstrating my presentation skills.
10. Where all can this framework be applied and what is the
limitation?
Explained
11. Was this implemented in the duration of the project?

NGO and they were in talks with the government.
7. Was the problem defined / how was the problem framed?
Answered that there was no definition of the problem by the
NGO and it was the team which identified, framed and defined
the scope of the problem
Summary: Frame it as a consulting experience for a client
(NGO). Stationed in a place for 2 months, understanding the
problem, framing it, developing implementable solutions and
execution is what was expected from the DOCC interaction in
the interview.
Autumns Internship Texas Instruments, WPL
8. Describe you Internship with the project scope
Elaborated on the scope of the project followed
(Context, Action and Result). In this case I had developed a 3 x
3 framework. Hence I left a hook for him to ask me about the
9. Can you elaborate on the framework that you have
mentioned about?
Explained it on the board so that both the panel
would have a better idea. It also served the purpose of
demonstrating my presentation skills.
10. Where all can this framework be applied and what is the
limitation?
Explained
11. Was this implemented in the duration of the project?

Page 123
NGO and they were in talks with the government.
7. Was the problem defined / how was the problem framed?
finition of the problem by the
NGO and it was the team which identified, framed and defined
Summary: Frame it as a consulting experience for a client
(NGO). Stationed in a place for 2 months, understanding the
developing implementable solutions and
execution is what was expected from the DOCC interaction in

8. Describe you Internship with the project scope
Elaborated on the scope of the project followed by CAR
(Context, Action and Result). In this case I had developed a 3 x
3 framework. Hence I left a hook for him to ask me about the
9. Can you elaborate on the framework that you have
Explained it on the board so that both the panel members
would have a better idea. It also served the purpose of
10. Where all can this framework be applied and what is the
11. Was this implemented in the duration of the project?
2014 SPJIMR Consulting Casebook

No. However my
front of the Global Director of Worldwide Procurement and
Logistics. I honored this by flying down to Bangalore a week
later. The Director personally appreciated my work and
commented that the framework could be h
deployed across Texas Instruments.
12. Did you get a PPO from Texas? If not then why?
No PPO offered. The reason being that there was no
requirement in the team. (Do not dwell into details of reasons
why there was no PPO. Its a clich).
Summary: They were interested in what value I had added to
the project apart from the analysis. Developing a framework,
advising as to how to go about certain problems, developing a
strategy is the work of a consultant. I tried to project this part
of my project
Guestimate
13. Let us work on a different question. Can you give me the
number of cars that pass through the Bandra Worli ceiling on
a typical Monday?
(S- Self) (I
S. Can I consider only the peak hours?
I. Yes. Assume between 8 a.m to 10.30 a.m
S. Is 5km an approximate assumption for the ceiling?
I. Go ahead
S. Am considering 4 lanes for the traffic

No. However my mentor requested me to present my work in
front of the Global Director of Worldwide Procurement and
Logistics. I honored this by flying down to Bangalore a week
later. The Director personally appreciated my work and
commented that the framework could be h
deployed across Texas Instruments.
12. Did you get a PPO from Texas? If not then why?
No PPO offered. The reason being that there was no
requirement in the team. (Do not dwell into details of reasons
why there was no PPO. Its a clich).
y: They were interested in what value I had added to
the project apart from the analysis. Developing a framework,
advising as to how to go about certain problems, developing a
strategy is the work of a consultant. I tried to project this part
of my project and it worked in my favor.
Guestimate
13. Let us work on a different question. Can you give me the
number of cars that pass through the Bandra Worli ceiling on
a typical Monday?
Self) (I Interviewer)
S. Can I consider only the peak hours?
ssume between 8 a.m to 10.30 a.m
S. Is 5km an approximate assumption for the ceiling?
I. Go ahead
S. Am considering 4 lanes for the traffic

Page 124
mentor requested me to present my work in
front of the Global Director of Worldwide Procurement and
Logistics. I honored this by flying down to Bangalore a week
later. The Director personally appreciated my work and
commented that the framework could be horizontally
12. Did you get a PPO from Texas? If not then why?
No PPO offered. The reason being that there was no
requirement in the team. (Do not dwell into details of reasons
y: They were interested in what value I had added to
the project apart from the analysis. Developing a framework,
advising as to how to go about certain problems, developing a
strategy is the work of a consultant. I tried to project this part
13. Let us work on a different question. Can you give me the
number of cars that pass through the Bandra Worli ceiling on
S. Is 5km an approximate assumption for the ceiling?
2014 SPJIMR Consulting Casebook

I. Perfect
S. Should I consider the length of the car?
I. That is irrelevant to this calculation
S. The average spee
I. Alright
S. The waiting time at the toll gate is assumed to be 15
seconds. This is just like a production line with the first item
taking the time to cover the entire stretch and the next would
be every 15 seconds.
I. Thats correct
S. So the first car would take 5 min to reach the other end.
Following that every 15 seconds there is another car coming
out of the ceiling.
So Total time = 2 hrs 30min = 150 min
First car takes 5 min , Balance 145 min or 8700 seconds
No of cars = 8700/15 = 580
Total No = 580+1 = 581
No of lanes = 4 , Hence total = 581*4= 2325 approximately
I. Ok
Summary: He was mainly interested in me identifying the
throughput concept, where the first item takes the entire time
and the second follows with the

I. Perfect
S. Should I consider the length of the car?
I. That is irrelevant to this calculation
S. The average speed of the car is taken as 60km/hr

S. The waiting time at the toll gate is assumed to be 15
seconds. This is just like a production line with the first item
taking the time to cover the entire stretch and the next would
be every 15 seconds.
ats correct
S. So the first car would take 5 min to reach the other end.
Following that every 15 seconds there is another car coming
out of the ceiling.
So Total time = 2 hrs 30min = 150 min
First car takes 5 min , Balance 145 min or 8700 seconds
rs = 8700/15 = 580
Total No = 580+1 = 581
No of lanes = 4 , Hence total = 581*4= 2325 approximately
Summary: He was mainly interested in me identifying the
throughput concept, where the first item takes the entire time
and the second follows with the time delay between the two.

Page 125
d of the car is taken as 60km/hr
S. The waiting time at the toll gate is assumed to be 15
seconds. This is just like a production line with the first item
taking the time to cover the entire stretch and the next would
S. So the first car would take 5 min to reach the other end.
Following that every 15 seconds there is another car coming
First car takes 5 min , Balance 145 min or 8700 seconds
No of lanes = 4 , Hence total = 581*4= 2325 approximately
Summary: He was mainly interested in me identifying the
throughput concept, where the first item takes the entire time
time delay between the two.
2014 SPJIMR Consulting Casebook

Lets look that some
14. Can you tell me the different types of profitability ratios?
Operating profit and Net Profit ( Refer the basic FSA book for
the ratios and its interpretation)
15. When are these ratios used?
To measure the health of operations during a merger or a
takeover, operating margin is looked upon. The reason being
that the interest and depreciation is not accounted. Hence it
gives the actual picture of the operations of a company.
Shareholders are more
dividends are calculated as a percentage of the net profits.
(Elaborated in detail)
16. If there are two projects namely A and B, how will you
select which project to go ahead with?
Look at the NPV of both the projects.
project only if the NPV is positive. Among the projects, the one
with a greater NPV would be selected. ( NPV is calculated by
discounting the free cash flow for the duration of the project)
(Elaborated in detail)
17. Is there any other
selecting a project?
Internal rate of return. This would show how much could be
expected from a project. (Elaborated in detail)
18. Is there a possibility that the NPV of Proj A > Proj B but
the IRR of Proj A < Proj
encountered?

Lets look that some Finances
14. Can you tell me the different types of profitability ratios?
Operating profit and Net Profit ( Refer the basic FSA book for
the ratios and its interpretation)
15. When are these ratios used?
o measure the health of operations during a merger or a
takeover, operating margin is looked upon. The reason being
that the interest and depreciation is not accounted. Hence it
gives the actual picture of the operations of a company.
Shareholders are more interested in the net profit as the
dividends are calculated as a percentage of the net profits.
(Elaborated in detail)
16. If there are two projects namely A and B, how will you
select which project to go ahead with?
Look at the NPV of both the projects. We would consider a
project only if the NPV is positive. Among the projects, the one
with a greater NPV would be selected. ( NPV is calculated by
discounting the free cash flow for the duration of the project)
(Elaborated in detail)
17. Is there any other aspect which has to be looked upon in
selecting a project?
Internal rate of return. This would show how much could be
expected from a project. (Elaborated in detail)
18. Is there a possibility that the NPV of Proj A > Proj B but
the IRR of Proj A < Proj B. If so when can this situation be
encountered?

Page 126
14. Can you tell me the different types of profitability ratios?
Operating profit and Net Profit ( Refer the basic FSA book for
o measure the health of operations during a merger or a
takeover, operating margin is looked upon. The reason being
that the interest and depreciation is not accounted. Hence it
gives the actual picture of the operations of a company.
interested in the net profit as the
dividends are calculated as a percentage of the net profits.
16. If there are two projects namely A and B, how will you
We would consider a
project only if the NPV is positive. Among the projects, the one
with a greater NPV would be selected. ( NPV is calculated by
discounting the free cash flow for the duration of the project)
aspect which has to be looked upon in
Internal rate of return. This would show how much could be
18. Is there a possibility that the NPV of Proj A > Proj B but
B. If so when can this situation be
2014 SPJIMR Consulting Casebook

I was not sure of the answer. I said it is possible. But am not
able to think of a situation now.
19. Is there anything else that you would look at in selecting
this project?
(S- Self) (I
S. Yes. The opportunity cost of the amount deployed.
I. Is there a term for this?
S. Are you looking for WACC, the cost of capital?
I. Thats right
S. Explained the concept of WACC and thats the minimum
expected rate of return below which the project would
discarded.
Summary: Understand the fundamentals of finance. It is more
of the application which they are concerned. Just ratios dont
make any sense.
Strategy
(S- Self) (I
20. Can you explain a framework?
S. What would you like to hear?
I. Alright. Can you give a framework for developing growth
strategy?
S. Ansoff matrix would be the best to decide on the growth
strategy.

I was not sure of the answer. I said it is possible. But am not
able to think of a situation now.
19. Is there anything else that you would look at in selecting
this project?
Self) (I Interviewer)
Yes. The opportunity cost of the amount deployed.
I. Is there a term for this?
S. Are you looking for WACC, the cost of capital?
I. Thats right
S. Explained the concept of WACC and thats the minimum
expected rate of return below which the project would
discarded.
Summary: Understand the fundamentals of finance. It is more
of the application which they are concerned. Just ratios dont
make any sense.

Self) (I Interviewer)
20. Can you explain a framework?
S. What would you like to hear?
I. Alright. Can you give a framework for developing growth
strategy?
S. Ansoff matrix would be the best to decide on the growth


Page 127
I was not sure of the answer. I said it is possible. But am not
19. Is there anything else that you would look at in selecting
Yes. The opportunity cost of the amount deployed.

S. Explained the concept of WACC and thats the minimum
expected rate of return below which the project would be
Summary: Understand the fundamentals of finance. It is more
of the application which they are concerned. Just ratios dont
I. Alright. Can you give a framework for developing growth
S. Ansoff matrix would be the best to decide on the growth
2014 SPJIMR Consulting Casebook

I. Explain
S. Explained the concept of each of the 4 situations in the
matrix (Market penetration, Market development
development, and diversification. Each one was explained with
a situation where it would be applicable)
Summary: Understanding the framework is most important. It
is not necessary to apply a framework to every single problem.
Do not force
limitations of each of the framework.
Case based
(S- Self) (I
21. Consider a sector you are comfortable with.
S. Construction Equipment Manufacturing
I. Now a company in this sector would like to ent
sector. Mention 4 parameters would you consider for
evaluation of the options?
S. Synergy, Profitability, Customers, Growth of the segment
within the industry and the future potential.
I. Can you give options for the segments to look into in t
auto sector?
S. 2-wheelers, 4
I. The classification is very broad. Can you narrow it down?
S. How about bikes, cars and buses ( Light, Medium and Heavy)
I. Perfect. Now use the parameters that you had mention

I. Explain
S. Explained the concept of each of the 4 situations in the
matrix (Market penetration, Market development
development, and diversification. Each one was explained with
a situation where it would be applicable)
Summary: Understanding the framework is most important. It
is not necessary to apply a framework to every single problem.
Do not force-fit it. It is also essential to understand the
limitations of each of the framework.
Case based
Self) (I Interviewer)
21. Consider a sector you are comfortable with.
S. Construction Equipment Manufacturing
I. Now a company in this sector would like to ent
sector. Mention 4 parameters would you consider for
evaluation of the options?
S. Synergy, Profitability, Customers, Growth of the segment
within the industry and the future potential.
I. Can you give options for the segments to look into in t
auto sector?
wheelers, 4-wheelers Do you think am on the right path?
I. The classification is very broad. Can you narrow it down?
S. How about bikes, cars and buses ( Light, Medium and Heavy)
I. Perfect. Now use the parameters that you had mention

Page 128
S. Explained the concept of each of the 4 situations in the
matrix (Market penetration, Market development, Product
development, and diversification. Each one was explained with
Summary: Understanding the framework is most important. It
is not necessary to apply a framework to every single problem.
It is also essential to understand the

I. Now a company in this sector would like to enter into auto
sector. Mention 4 parameters would you consider for
S. Synergy, Profitability, Customers, Growth of the segment
I. Can you give options for the segments to look into in the
wheelers Do you think am on the right path?
I. The classification is very broad. Can you narrow it down?
S. How about bikes, cars and buses ( Light, Medium and Heavy)
I. Perfect. Now use the parameters that you had mentioned
2014 SPJIMR Consulting Casebook

and evaluate these segments. Which of these segments
should we do a deep dive for the client?
S. Made a table with parameters and sectors. Asked for the
growth figures and trend. Came up with rational for every
combination and rated a segment to do a de
I. OK
Summary: Its the approach that matters. There might be
certain other parameters more important. There could be other
lucrative segments. However in the selected segments and
parameters, how best can you evaluate?

Summary
3 or 4 Key tips to crack
the interview







and evaluate these segments. Which of these segments
should we do a deep dive for the client?
S. Made a table with parameters and sectors. Asked for the
growth figures and trend. Came up with rational for every
combination and rated a segment to do a deep dive.
Summary: Its the approach that matters. There might be
certain other parameters more important. There could be other
lucrative segments. However in the selected segments and
parameters, how best can you evaluate?
Be confident. It is ok to screw up once. Make sure
that does not affect the rest of your interview
performance
Resume should be known in and out. There is no
excuse not to know any part of your resume.
Drive the interview leaving hooks as to where you
would be comfortable
Prepare case base questions as more you practice,
more confident you would be on D-day
Do not over prepare HR questions. It is not a
recitation competition
Learn basics of finance for consulting. It really
helped my case

Page 129
and evaluate these segments. Which of these segments
S. Made a table with parameters and sectors. Asked for the
growth figures and trend. Came up with rational for every
ep dive.
Summary: Its the approach that matters. There might be
certain other parameters more important. There could be other
lucrative segments. However in the selected segments and
Be confident. It is ok to screw up once. Make sure
that does not affect the rest of your interview
Resume should be known in and out. There is no
excuse not to know any part of your resume.
oks as to where you
Prepare case base questions as more you practice,
day
Do not over prepare HR questions. It is not a
Learn basics of finance for consulting. It really
2014 SPJIMR Consulting Casebook

Autumns Specific:
If PPO/PPI was
offered, what went in
your favor?
There was no PPI or PPO as there was no requirement in
the department

PRTM
INTERVIEW EXPERIENCE #1
Name Mansi Bhargava
Specialization Information Management
Company PRTM PWC Co
Selection Process :
PPO/PPI-
PPO/Finals
Finals
Role offered Management Consulting
Work Experience 35 months
Number of
Interview Rounds
3




There was no PPI or PPO as there was no requirement in
the department
Mansi Bhargava
Information Management
PRTM PWC Consulting
Management Consulting
35 months

Page 130
There was no PPI or PPO as there was no requirement in
2014 SPJIMR Consulting Casebook

Management Consulting
Interviewer Name
Interviewer Designation
Round Type : Case
Based/Personal
Interview/GD
Duration of the Process
Outcome
Narration of the
Interview/GD, as
descriptively as possible

Management Consulting
Sree
Director
Case + CV Based
1 hour
Selected
Started with CV discussion.
About the work done at my previous company in
details. Discussed various achievements.
Then discussed Flipkart internship in detail.
Covered aspects of extra-curricular activities and
PORs.
Why consulting? What do you bring to the table?
Examples related to PORs
Case: Avaya approached you for increasing
profitability. Their operating and gross margin is
below the competitors level. What will you advise
them?
Format: The same question was carried on for an
hour with further cross questioning. It was entirely to
judge candidates business sense.

Page 131
About the work done at my previous company in
hievements.
Then discussed Flipkart internship in detail.
curricular activities and
Why consulting? What do you bring to the table?
Avaya approached you for increasing
rating and gross margin is
below the competitors level. What will you advise
The same question was carried on for an
hour with further cross questioning. It was entirely to
2014 SPJIMR Consulting Casebook


Me: So, the main objective is to increase profitability?
Interviewer: yes
Me: As the problem directly states that the industry is
doing well, I would directly like to move onto looking
at the company. Revenues and costs are the main
drivers of profitability. Lets look at the revenues fir
What are the different revenue streams? I think other
than sale of products, services will be a huge revenue
source.
Interviewer: yes
Me: Are the products priced at par with the
competitors?
Interviewer: more or less yes, not an issue of concern
Me: How about the no. of products offered by Avaya
compared to competitors cisco, juniper & others
Interviewer: avaya certainly has smaller no of
products but it keeps innovating. Not an issue of
concern.
Me: You mentioned that Avaya keeps innovating? We
should look at R&D costs to see the return on
investments being made.
Interviewer: Yes we can, what else?
Me: We need to also look at the employee headcount
vs productivity in terms of industry wide efficiency
per employee in this sector

Page 132
ncrease profitability?
As the problem directly states that the industry is
doing well, I would directly like to move onto looking
at the company. Revenues and costs are the main
drivers of profitability. Lets look at the revenues first.
What are the different revenue streams? I think other
than sale of products, services will be a huge revenue
Are the products priced at par with the
more or less yes, not an issue of concern
How about the no. of products offered by Avaya
compared to competitors cisco, juniper & others
avaya certainly has smaller no of
products but it keeps innovating. Not an issue of
You mentioned that Avaya keeps innovating? We
d look at R&D costs to see the return on
We need to also look at the employee headcount
vs productivity in terms of industry wide efficiency
2014 SPJIMR Consulting Casebook


Management Consulting
Interviewer Name Ram
Interviewer
Designation
Director
Round Type :
Case Based/Personal
Interview/GD
PI + Case Based
Duration of the Process 1 hour
Outcome Selected

Interviewer: What else?
Me: Looking at the margins, I would like to consider
various suppliers and manufacturers for Avaya? How
many suppliers do we have?
Interviewer: Around 200 and 2 contract
manufacturers
Me: With so many suppliers, I would definitely like to
look at a possibility of negotiation as well as
consolidation of the suppliers. Also, only 2
manufacturers might result in a holdup. I would like
to work on these 2 factors in detail
Then I was asked to summarize the major factors
you will look in details to figure out the issue.
Management Consulting
Ram
Director
PI + Case Based
1 hour
Selected

Page 133
Looking at the margins, I would like to consider
various suppliers and manufacturers for Avaya? How
Around 200 and 2 contract
With so many suppliers, I would definitely like to
sibility of negotiation as well as
consolidation of the suppliers. Also, only 2
manufacturers might result in a holdup. I would like
Then I was asked to summarize the major factors
the issue.
2014 SPJIMR Consulting Casebook

Narration of the
Interview/GD, as
descriptively as
possible
Interviewer:
Me:
mgmt. education with examples. Kept it short upto 1 min
Then I was grilled on every aspect of my CV with
examples followed by Why c
bring to the table
Case:
Your client is into hardware&software, industrial design
and mfg design. They are looking forward to outsourcing
some part of it?
1)
2)
Me:
Skillset available, reliability, scalability, infrastructure,
SLAs, opportunity cost
Interviewer:
Me:
outsourced as it is a step by step process which can be
done easily without much complication. We can look for
sites which can provide us low labour costs, geographical
and political stability. Gave an example of a similar
situation faced a
Interviewer:
Discussed about PORs with examples

Interviewer: Tell me about yourself?
Me: covered all aspects from engg college to work ex and
mgmt. education with examples. Kept it short upto 1 min
Then I was grilled on every aspect of my CV with
examples followed by Why consulting and what do you
bring to the table
Case:
Your client is into hardware&software, industrial design
and mfg design. They are looking forward to outsourcing
some part of it?
1) What will they look for while outsourcing?
2) What part of prod development s
outsource and how?
Me: Major factors to consider while outsourcing will be:
Skillset available, reliability, scalability, infrastructure,
SLAs, opportunity cost
Interviewer: How will you go about outsourcing?
Me: I think testing is the component which can be
outsourced as it is a step by step process which can be
done easily without much complication. We can look for
sites which can provide us low labour costs, geographical
and political stability. Gave an example of a similar
situation faced at work and how it was resolved.
Interviewer: This is exactly what we did..:)
Discussed about PORs with examples

Page 134
covered all aspects from engg college to work ex and
mgmt. education with examples. Kept it short upto 1 min
Then I was grilled on every aspect of my CV with
onsulting and what do you
Your client is into hardware&software, industrial design
and mfg design. They are looking forward to outsourcing
What will they look for while outsourcing?
What part of prod development should they
Major factors to consider while outsourcing will be:
Skillset available, reliability, scalability, infrastructure,
How will you go about outsourcing?
nt which can be
outsourced as it is a step by step process which can be
done easily without much complication. We can look for
sites which can provide us low labour costs, geographical
and political stability. Gave an example of a similar
t work and how it was resolved.

2014 SPJIMR Consulting Casebook

Interviewer:
you?
Me:

Management consulting
Interviewer Name Raje
Interviewer
Designation
Partner
Round Type :
Case Based/Personal
Interview/GD
PI + Guesstimate
Duration of the Process 1 hour
Outcome Selected
Process: Asked for a brief introduction
Discussed about my previous company
Moved to
outsourcing project I had done with Zenesys consulting.
Questioned on that.
Asked what sector are you confortable with
Telecom:
Will Reliance jio be successful with data only? What can it
do?

Interviewer: What ould you want me to remember about
you?
Me: my versatility- gave a reason why
Management consulting
Rajesh
Partner
PI + Guesstimate
1 hour
Selected
Asked for a brief introduction
Discussed about my previous company
Moved to projects section and asked about an
outsourcing project I had done with Zenesys consulting.
Questioned on that.
Asked what sector are you confortable with
Telecom:
Will Reliance jio be successful with data only? What can it
do?

Page 135
What ould you want me to remember about
projects section and asked about an
outsourcing project I had done with Zenesys consulting.
Asked what sector are you confortable with
Will Reliance jio be successful with data only? What can it
2014 SPJIMR Consulting Casebook

Estimate its market size in
I concentrated only on missing voice and tried to club it
with some voice channel. Estimated a data+ non
usage in India.
But, he wanted me to look at fileds where only data will
be used. So, moved on to corporate channels, wireless
backha
Next guesstimate was on estimating the no. of tyres sold
in India each year.
Helped me in the process. It is important to follow the
interviewer if he is trying to guide you.



Summary
3 or 4 Key tips to crack
the interview
1.
2.
3.
4.
5.

Estimate its market size in India? ARPU
I concentrated only on missing voice and tried to club it
with some voice channel. Estimated a data+ non
usage in India.
But, he wanted me to look at fileds where only data will
be used. So, moved on to corporate channels, wireless
backhaul.
Next guesstimate was on estimating the no. of tyres sold
in India each year.
Helped me in the process. It is important to follow the
interviewer if he is trying to guide you.
1. Understand the Job description and try to align your
tell me about yourself as per that. Also quote in
examples of yours to cover the areas needed for the
job
2. Show enthusiasm in the interview. Show that you
are interested.
3. Dont get tensed. Keep that smile(It is really
important)
4. Be well versed with your work-ex sector and general
happenings
5. Practice cases: really helps.Case in Point

Page 136
I concentrated only on missing voice and tried to club it
with some voice channel. Estimated a data+ non-data
But, he wanted me to look at fileds where only data will
be used. So, moved on to corporate channels, wireless
Next guesstimate was on estimating the no. of tyres sold
Helped me in the process. It is important to follow the
ion and try to align your
tell me about yourself as per that. Also quote in
examples of yours to cover the areas needed for the
Show enthusiasm in the interview. Show that you
Dont get tensed. Keep that smile(It is really
ex sector and general
Practice cases: really helps.Case in Point
2014 SPJIMR Consulting Casebook

KPMG
INTERVIEW EXPERIENCE #1
Name Narendra Mani Ganesh
Company KPMG
Selection Process :
PPO/PPI-
PPO/Finals
Finals
Number of
Interview Rounds
4

Round 1 Details: Group Discussion (Eliminative)
Panelists Harpreet Arora (Associate Director), Aarti (HR)
Round Type :
Case
Based/Personal
Interview/GD
GD, 13 candidates
Topic : Cricket is overrated
Duration of the
Process
12 minutes
Narration of the
Interview as
descriptively as
possible
The topic was very generic and the focus of the panelists was
on the group dynamics rather than the content. Out of the 13
candidates in the GD, 3
(There was another GD from which another 3
were selected making a total of 7 candidates for round 2)
Result: Moved to HR round

Narendra Mani Ganesh
Round 1 Details: Group Discussion (Eliminative)
Harpreet Arora (Associate Director), Aarti (HR)
GD, 13 candidates
Cricket is overrated
utes
The topic was very generic and the focus of the panelists was
on the group dynamics rather than the content. Out of the 13
candidates in the GD, 3-4 were selected to go to the HR round.
was another GD from which another 3
were selected making a total of 7 candidates for round 2)
Result: Moved to HR round

Page 137
The topic was very generic and the focus of the panelists was
on the group dynamics rather than the content. Out of the 13
4 were selected to go to the HR round.
was another GD from which another 3-4 candidates
were selected making a total of 7 candidates for round 2)
2014 SPJIMR Consulting Casebook

What worked for
me
What worked for me: Despite entering the GD late (after 3
minutes) I made sure that I spoke 4
maximum air time. I was also seated centrally and made full
use of my location to capture the attention of the entire group.

Round 2 Details: HR( Non Eliminative)
Interviewer Arti (HR)
Round Type :
Case
Based/Personal
Interview/GD
HR

Duration of the
Process
5-10 minutes
Narration of the
Interview as
descriptively as
possible
I was asked about my work experience and why I wanted to do
consulting. The interviewer then asked basic questions about
my family background, p
information. The interviewer was continuously noting
everything down in a form. This round was more of a checklist
than anything else.
Result: Moved to case round

Round 3 Case/Technical ( Eliminative)
Interviewer Harpreet Arora (Associate Director)
Round Type :
Case
Based/Personal
Case based

What worked for me: Despite entering the GD late (after 3
minutes) I made sure that I spoke 4-5 times and got the
maximum air time. I was also seated centrally and made full
use of my location to capture the attention of the entire group.
Round 2 Details: HR( Non Eliminative)

10 minutes
I was asked about my work experience and why I wanted to do
consulting. The interviewer then asked basic questions about
my family background, previous salary and other factual
information. The interviewer was continuously noting
everything down in a form. This round was more of a checklist
than anything else.
Result: Moved to case round
Round 3 Case/Technical ( Eliminative)
et Arora (Associate Director)
Case based

Page 138
What worked for me: Despite entering the GD late (after 3-4
s and got the
maximum air time. I was also seated centrally and made full
use of my location to capture the attention of the entire group.
I was asked about my work experience and why I wanted to do
consulting. The interviewer then asked basic questions about
revious salary and other factual
information. The interviewer was continuously noting
everything down in a form. This round was more of a checklist
2014 SPJIMR Consulting Casebook

Interview/GD
Duration of the
Process
50 minutes
Narration of the
Interview as
descriptively as
possible
I had the second last interview of the day and it was
10pm by the time I entered the room. The interviewer asked if
she could have her dinner during the interview. I told her I had
no problem with that and added that she must be starving
being so late. She smiled and asked me to settle down.
Personal
Why do you want to do consulting?

I spoke candidly about how my interest in consulting was
formed during my first year and SPJIMR after which I joined the
consulting cohort. There were some cross questions which I
handled well.
(Tip: Have a good and genuine reason for you interest in
consulting)
You have a work experience of 46 months in the power
industry. Dont you think it would be difficult for you to
shift?

Here I gave a few instances from my work experience about
how I had
KPMG. I a
years of experience in power at PWC consulting and moved
here and is doing well
The interviewer smiled and commented that LinkedIn has
exposed interviewers as well.
Case 1: There is a company which operat

50 minutes
I had the second last interview of the day and it was
10pm by the time I entered the room. The interviewer asked if
she could have her dinner during the interview. I told her I had
no problem with that and added that she must be starving
being so late. She smiled and asked me to settle down.
Personal Interview questions:
Why do you want to do consulting?
I spoke candidly about how my interest in consulting was
formed during my first year and SPJIMR after which I joined the
consulting cohort. There were some cross questions which I
handled well.
p: Have a good and genuine reason for you interest in
consulting)
You have a work experience of 46 months in the power
industry. Dont you think it would be difficult for you to
shift?
Here I gave a few instances from my work experience about
how I had handled clients and how that would be useful for
KPMG. I also mentioned that the interviewer herself had 3
years of experience in power at PWC consulting and moved
here and is doing well
The interviewer smiled and commented that LinkedIn has
exposed interviewers as well.
Case 1: There is a company which operates on the BOT (Build

Page 139
I had the second last interview of the day and it was nearly
10pm by the time I entered the room. The interviewer asked if
she could have her dinner during the interview. I told her I had
no problem with that and added that she must be starving
being so late. She smiled and asked me to settle down.
I spoke candidly about how my interest in consulting was
formed during my first year and SPJIMR after which I joined the
consulting cohort. There were some cross questions which I
p: Have a good and genuine reason for you interest in
You have a work experience of 46 months in the power
industry. Dont you think it would be difficult for you to
Here I gave a few instances from my work experience about
handled clients and how that would be useful for
lso mentioned that the interviewer herself had 3
years of experience in power at PWC consulting and moved
The interviewer smiled and commented that LinkedIn has
es on the BOT (Build
2014 SPJIMR Consulting Casebook

operate transfer) model and is building a state highway. How
should it manage its finances? She also added that she does
not want me to calculate anything but just run me through my
approach.
I divided the problem into two parts.
Sources of revenue (Toll money)
Building and operating costs
o material, machine, labor, power etc. costs for building the
road
o Interest paid to the banks for finances, Insurance etc.
o Running costs of the toll (employee, technology, security,
power)

I also brought in the concept of time value of money as the
BOT contracts are usually 10
the effect that the expected change in the payment structure
of the BOT companies to the NHAI would have on the project.
(This was a news item from the same day) I said I could
calculate the payback period for her if she wanted but she was
satisfied with the analysis.
Case 2: Suppose you are company which builds the toll booths
for L&T which is the BOT contractor. Give me 2 top
recommendations to increase your revenue. You have 30 secs.
Increase the client base beyond L&T
Increase your portfolio beyond the toll booths to build
other similar structures

After this she asked me if I had some questions with her. I
asked her about he
changed by CERC. Since both of us had similar backgrounds we

operate transfer) model and is building a state highway. How
should it manage its finances? She also added that she does
not want me to calculate anything but just run me through my
approach.
I divided the problem into two parts.
ources of revenue (Toll money)
Building and operating costs
o material, machine, labor, power etc. costs for building the
o Interest paid to the banks for finances, Insurance etc.
o Running costs of the toll (employee, technology, security,

I also brought in the concept of time value of money as the
BOT contracts are usually 10-20 years long. I also brought in
the effect that the expected change in the payment structure
of the BOT companies to the NHAI would have on the project.
s a news item from the same day) I said I could
calculate the payback period for her if she wanted but she was
satisfied with the analysis.
Case 2: Suppose you are company which builds the toll booths
for L&T which is the BOT contractor. Give me 2 top
ommendations to increase your revenue. You have 30 secs.
Increase the client base beyond L&T
Increase your portfolio beyond the toll booths to build
other similar structures
After this she asked me if I had some questions with her. I
asked her about her views of the latest electricity norms
changed by CERC. Since both of us had similar backgrounds we

Page 140
operate transfer) model and is building a state highway. How
should it manage its finances? She also added that she does
not want me to calculate anything but just run me through my
o material, machine, labor, power etc. costs for building the
o Interest paid to the banks for finances, Insurance etc.
o Running costs of the toll (employee, technology, security,
I also brought in the concept of time value of money as the
20 years long. I also brought in
the effect that the expected change in the payment structure
of the BOT companies to the NHAI would have on the project.
s a news item from the same day) I said I could
calculate the payback period for her if she wanted but she was
Case 2: Suppose you are company which builds the toll booths
for L&T which is the BOT contractor. Give me 2 top
ommendations to increase your revenue. You have 30 secs.
Increase your portfolio beyond the toll booths to build
After this she asked me if I had some questions with her. I
r views of the latest electricity norms
changed by CERC. Since both of us had similar backgrounds we
2014 SPJIMR Consulting Casebook

had a good discussion on the topic. It also gave me a chance to
showcase that I was well read in my domain.
Result: Moved to Director round
What worked for
me
I hit it off with the interviewer even before we started the
cases. She was impressed that I had done research on her. Also
I could bring in the latest happenings in my case solving which
helped me. Lastly, I was lucky that we were from the same
domain and could have a healthy discussion.

Round 4 : Director Round ( Eliminative)
Interviewer Kaustav Ganguli (Director)
Duration of the
Process
1 hr 30 minutes
Narration of the
Interview as
descriptively as
possible
The Director round was held at the K
The HR escorted me the room and asked me to wait for 10
minutes. I moved out to get some water and met the
interviewer there (I recognized him through his photo on
LinkedIn). I walked up to him and introduced myself. He asked
me if I wanted to join him in the cafeteria for some coffee to
which I replied yes. Over coffee he asked me about my interest
in consulting and whether I had attended the KPMG pre
placement talk. I told him yes and we discussed about the
consulting cohort at SP
coffees and went to the interview room.
We had a short discussion about my work experience after
which he gave me a case.
Case: There is a company which manufactures glucometers.

had a good discussion on the topic. It also gave me a chance to
showcase that I was well read in my domain.
Result: Moved to Director round
I hit it off with the interviewer even before we started the
cases. She was impressed that I had done research on her. Also
I could bring in the latest happenings in my case solving which
helped me. Lastly, I was lucky that we were from the same
in and could have a healthy discussion.
Round 4 : Director Round ( Eliminative)
Kaustav Ganguli (Director)
1 hr 30 minutes
The Director round was held at the KPMG office the next day.
The HR escorted me the room and asked me to wait for 10
minutes. I moved out to get some water and met the
interviewer there (I recognized him through his photo on
LinkedIn). I walked up to him and introduced myself. He asked
I wanted to join him in the cafeteria for some coffee to
which I replied yes. Over coffee he asked me about my interest
in consulting and whether I had attended the KPMG pre
placement talk. I told him yes and we discussed about the
consulting cohort at SPJIMR. By this time we finished our
coffees and went to the interview room.
We had a short discussion about my work experience after
which he gave me a case.
Case: There is a company which manufactures glucometers.

Page 141
had a good discussion on the topic. It also gave me a chance to
I hit it off with the interviewer even before we started the
cases. She was impressed that I had done research on her. Also
I could bring in the latest happenings in my case solving which
helped me. Lastly, I was lucky that we were from the same
PMG office the next day.
The HR escorted me the room and asked me to wait for 10
minutes. I moved out to get some water and met the
interviewer there (I recognized him through his photo on
LinkedIn). I walked up to him and introduced myself. He asked
I wanted to join him in the cafeteria for some coffee to
which I replied yes. Over coffee he asked me about my interest
in consulting and whether I had attended the KPMG pre
placement talk. I told him yes and we discussed about the
JIMR. By this time we finished our
We had a short discussion about my work experience after
Case: There is a company which manufactures glucometers.
2014 SPJIMR Consulting Casebook

Estimate the market and the revenues tha
earn.
I started off with different age groups and the possibility of
people having diabetes in those age groups. I kept on
discussing the various assumptions I was taking in calculating
the figure and my reasons behind it. We arrived at a figure
which he was s
that she does not want me to calculate anything but just run
me through my approach.
I divided the problem into two parts.
Sources of revenue (Toll money)
Building and operating costs
material, machine, labor, power etc. costs for build
the road
Interest paid to the banks for finances, Insurance etc.
Running costs of the toll (employee, technology,
security, power)

I then asked him the cost of a glucometer and the cost of strips
on which they were tested. (He smiled that I brought
costs of the strips as well) Based on the values I calculated the
people who could afford the glucometers
Having arrived at the people who could afford the
glucometers I was told to assume that this is the current
number of glucometers in the mark
revenue for the next year. I told that glucometers would
be bought by people who were new users and the
replacement market depending on the life of the
glucometers. He gave me those values in terms of
percentage of the current market and

Estimate the market and the revenues that the company can
I started off with different age groups and the possibility of
people having diabetes in those age groups. I kept on
discussing the various assumptions I was taking in calculating
the figure and my reasons behind it. We arrived at a figure
which he was satisfied with.
that she does not want me to calculate anything but just run
me through my approach.
I divided the problem into two parts.
Sources of revenue (Toll money)
Building and operating costs
material, machine, labor, power etc. costs for build
the road
Interest paid to the banks for finances, Insurance etc.
Running costs of the toll (employee, technology,
security, power)
I then asked him the cost of a glucometer and the cost of strips
on which they were tested. (He smiled that I brought
costs of the strips as well) Based on the values I calculated the
people who could afford the glucometers
Having arrived at the people who could afford the
glucometers I was told to assume that this is the current
number of glucometers in the market, calculate the
revenue for the next year. I told that glucometers would
be bought by people who were new users and the
replacement market depending on the life of the
glucometers. He gave me those values in terms of
percentage of the current market and I calculated the

Page 142
t the company can
I started off with different age groups and the possibility of
people having diabetes in those age groups. I kept on
discussing the various assumptions I was taking in calculating
the figure and my reasons behind it. We arrived at a figure
that she does not want me to calculate anything but just run
material, machine, labor, power etc. costs for building
Interest paid to the banks for finances, Insurance etc.
Running costs of the toll (employee, technology,
I then asked him the cost of a glucometer and the cost of strips
on which they were tested. (He smiled that I brought up the
costs of the strips as well) Based on the values I calculated the
Having arrived at the people who could afford the
glucometers I was told to assume that this is the current
et, calculate the
revenue for the next year. I told that glucometers would
be bought by people who were new users and the
replacement market depending on the life of the
glucometers. He gave me those values in terms of
I calculated the
2014 SPJIMR Consulting Casebook

revenue. Then I added the revenue earned through the
strips which would be used by all existing and new users.
All in all the case was very calculation intensive and I was asked
to give reasons for each step. The case lasted for nearly 40
minutes. He appreciated me for the detailed analysis but I
wasnt sure if he was serious or being sarcastic hinting at the
time I had taken.
I was next asked to state 5 major problems being faced by India
which I replied giving my reasons. I was then ask
pointed solutions to each of these problems. I tried to be as
detailed as possible and tried to show that I was well read and
had been following the news regularly. He asked a lot of
questions and kept on probing me to give more implementabl
solutions. (He probably wanted to see how I would react under
pressure so I tried to keep my calm). The discussion moved to
oil and gold imports of India and my views on them. The
discussion carried on for half hour and despite doing my best I
did not fe
Result: Offer made

What worked for
me

The start of the interview in the cafeteria broke the ice
initially
The case was very detailed and I managed to cover all
aspects of the case
I believe the discussion in the last half
than I initially thought


revenue. Then I added the revenue earned through the
strips which would be used by all existing and new users.
All in all the case was very calculation intensive and I was asked
to give reasons for each step. The case lasted for nearly 40
minutes. He appreciated me for the detailed analysis but I
wasnt sure if he was serious or being sarcastic hinting at the
time I had taken.
I was next asked to state 5 major problems being faced by India
which I replied giving my reasons. I was then ask
pointed solutions to each of these problems. I tried to be as
detailed as possible and tried to show that I was well read and
had been following the news regularly. He asked a lot of
questions and kept on probing me to give more implementabl
solutions. (He probably wanted to see how I would react under
pressure so I tried to keep my calm). The discussion moved to
oil and gold imports of India and my views on them. The
discussion carried on for half hour and despite doing my best I
did not feel too confident at the end.
Result: Offer made
The start of the interview in the cafeteria broke the ice
initially
The case was very detailed and I managed to cover all
aspects of the case
I believe the discussion in the last half hour went better
than I initially thought

Page 143
revenue. Then I added the revenue earned through the
strips which would be used by all existing and new users.
All in all the case was very calculation intensive and I was asked
to give reasons for each step. The case lasted for nearly 40
minutes. He appreciated me for the detailed analysis but I
wasnt sure if he was serious or being sarcastic hinting at the
I was next asked to state 5 major problems being faced by India
which I replied giving my reasons. I was then asked to give pin
pointed solutions to each of these problems. I tried to be as
detailed as possible and tried to show that I was well read and
had been following the news regularly. He asked a lot of
questions and kept on probing me to give more implementable
solutions. (He probably wanted to see how I would react under
pressure so I tried to keep my calm). The discussion moved to
oil and gold imports of India and my views on them. The
discussion carried on for half hour and despite doing my best I
The start of the interview in the cafeteria broke the ice
The case was very detailed and I managed to cover all
hour went better
2014 SPJIMR Consulting Casebook


Summary
3 or 4 Key tips to crack
the interview
CV preparation
need to work on. Spend time on your CV and get it
reviewed by 2
the seniors who got shortlisted for consulting companies.
The CV dump would be shared by your placement
committee.
After preparing the CV expand the CV writing one
paragraph for each point on your CV. The idea is to be able
to speak for at least 5 mi





CV preparation- This is the first and foremost step that you
need to work on. Spend time on your CV and get it
reviewed by 2-3 seniors and 2-3 peers. Study the CV
the seniors who got shortlisted for consulting companies.
The CV dump would be shared by your placement
committee.
After preparing the CV expand the CV writing one
paragraph for each point on your CV. The idea is to be able
to speak for at least 5 minutes on each point if required.
Case preparation- Form groups of 3-
for cases. One month preparation is good enough if
you are regular. Solve one case and one
guesstimate per day
Read Newspaper regularly: The quality of discussion
goes up if you are well read
Prepare HR questions- These are more difficult than
you think. It will take time to think about them and I
suggest that you start this at the earliest to be ready
and comfortable at the time of your interviews
Be clear on your finance concepts- Spend one week
and revise 1st year finance. It is not as daunting as it
appears to be.
Have a plan B if you dont get through consulting.

Page 144
This is the first and foremost step that you
need to work on. Spend time on your CV and get it
3 peers. Study the CVs of
the seniors who got shortlisted for consulting companies.
The CV dump would be shared by your placement
After preparing the CV expand the CV writing one
paragraph for each point on your CV. The idea is to be able
nutes on each point if required.
-4 and prepare
for cases. One month preparation is good enough if
you are regular. Solve one case and one
Read Newspaper regularly: The quality of discussion
These are more difficult than
you think. It will take time to think about them and I
suggest that you start this at the earliest to be ready
and comfortable at the time of your interviews
Spend one week
and revise 1st year finance. It is not as daunting as it
Have a plan B if you dont get through consulting.
2014 SPJIMR Consulting Casebook


Amritha also got placed with KPMG and her case was
market size of matrimonial sites in India, Risks for business and revenue estimates.
There was also a case of working capital management with ratio calculations. For
the Director round detailed scores of HR and case round are used

EY
INTERVIEW EXPERIENCE #1
Name Sanuj Dagga
Company EY
Selection Process :
PPO/PPI-
PPO/Finals
Finals
Number of
Interview Rounds
4

Round 1 Details: Group Discussion
Panelists Harpreet Arora (Associate Director), Aarti (HR)
Round Type :
Case
Based/Personal
GD

Prepare the basics of your specialization well.
Amritha also got placed with KPMG and her case was on Guesstimate on the
market size of matrimonial sites in India, Risks for business and revenue estimates.
There was also a case of working capital management with ratio calculations. For
the Director round detailed scores of HR and case round are used
INTERVIEW EXPERIENCE #1
Sanuj Dagga
Round 1 Details: Group Discussion
Harpreet Arora (Associate Director), Aarti (HR)

Page 145
Prepare the basics of your specialization well.
on Guesstimate on the
market size of matrimonial sites in India, Risks for business and revenue estimates.
There was also a case of working capital management with ratio calculations. For
2014 SPJIMR Consulting Casebook

Interview/GD
Duration of the
Process
12 minutes
Narration of the
Interview as
descriptively as
possible
For the GD we were given a case base topic about a mutual
fund company whose AUM (market share) had been falling
rapidly over the last few years. We had to devise an approach
to stop the fall in its AUM and bring it back to its original
position. Before the GD actually started we were expected to
ask questions based on our understanding of the problem.

What worked for
me

What worked for me was the fact that i knew the basics about
mutual funds, how they operate, the various types etc. so I
brought in a lot of detailing to the GD which is what probably
worked in my favour

Round Type :
Case
Based/Personal
Interview/GD
HR

Narration of the
Interview as
descriptively as
possible
The PI started first with general questions like my family
business, why consulting and why consulting after CA. After
that the interviewer went into my CV. I
Bank and since HDFC is a client of EY, the interviewer asked me
to explain the current strategy of HDFC and what should do in
future.
A second case was about a NBFC who had gotten its banking

12 minutes
For the GD we were given a case base topic about a mutual
fund company whose AUM (market share) had been falling
ver the last few years. We had to devise an approach
to stop the fall in its AUM and bring it back to its original
position. Before the GD actually started we were expected to
ask questions based on our understanding of the problem.
hat worked for me was the fact that i knew the basics about
mutual funds, how they operate, the various types etc. so I
brought in a lot of detailing to the GD which is what probably
worked in my favour
Round 2 Details: PI
The PI started first with general questions like my family
business, why consulting and why consulting after CA. After
that the interviewer went into my CV. I had a project on HDFC
Bank and since HDFC is a client of EY, the interviewer asked me
to explain the current strategy of HDFC and what should do in
A second case was about a NBFC who had gotten its banking

Page 146
For the GD we were given a case base topic about a mutual
fund company whose AUM (market share) had been falling
ver the last few years. We had to devise an approach
to stop the fall in its AUM and bring it back to its original
position. Before the GD actually started we were expected to
ask questions based on our understanding of the problem.
hat worked for me was the fact that i knew the basics about
mutual funds, how they operate, the various types etc. so I
brought in a lot of detailing to the GD which is what probably
The PI started first with general questions like my family
business, why consulting and why consulting after CA. After
had a project on HDFC
Bank and since HDFC is a client of EY, the interviewer asked me
to explain the current strategy of HDFC and what should do in
A second case was about a NBFC who had gotten its banking
2014 SPJIMR Consulting Casebook

licence. The interviewer asked me to fram
to establish its presence in the current market including topics
such as number of branches, number of ATM's, their locations
etc.
Lastly he asked me an accounting question on the effect of
writing back a provision for bad debt in the
and Cash Flow Statements of the company.

Narration of the
Interview as
descriptively as
possible
The HR Round was a mere formality. Education and family
business were the topics of discussion. The HR just wanted to
know whether I was open to travelling.

Round 4 : Partner Round
Narration of the
Interview as
descriptively as
possible
The Partner Round was a little tricky, since it was kind of a
stress interview. I was again asked questions as to why i was
leaving a set b
asked to justify my MBA since i already ha a professional
degree. He then asked me a few more HR questions which
included why SPJIMR, why consulting etc.
Then he asked me 5 areas of improvement based on the HD
bank project. Toward the end he asked me if i had any
questions for him. What worked for me here was my
confidence and my ability to speak cause that is what he was
primarily tying to judge. The fact that i did not wilt under
pressure also helped my cas

licence. The interviewer asked me to frame a strategy for them
to establish its presence in the current market including topics
such as number of branches, number of ATM's, their locations
Lastly he asked me an accounting question on the effect of
writing back a provision for bad debt in the P/L, Balance Sheet
and Cash Flow Statements of the company.
Round 3 : HR
The HR Round was a mere formality. Education and family
business were the topics of discussion. The HR just wanted to
whether I was open to travelling.
Round 4 : Partner Round
The Partner Round was a little tricky, since it was kind of a
stress interview. I was again asked questions as to why i was
leaving a set business for a career in consulting. I was also
asked to justify my MBA since i already ha a professional
degree. He then asked me a few more HR questions which
included why SPJIMR, why consulting etc.
Then he asked me 5 areas of improvement based on the HD
bank project. Toward the end he asked me if i had any
questions for him. What worked for me here was my
confidence and my ability to speak cause that is what he was
primarily tying to judge. The fact that i did not wilt under
pressure also helped my case.

Page 147
e a strategy for them
to establish its presence in the current market including topics
such as number of branches, number of ATM's, their locations
Lastly he asked me an accounting question on the effect of
P/L, Balance Sheet
The HR Round was a mere formality. Education and family
business were the topics of discussion. The HR just wanted to
The Partner Round was a little tricky, since it was kind of a
stress interview. I was again asked questions as to why i was
usiness for a career in consulting. I was also
asked to justify my MBA since i already ha a professional
degree. He then asked me a few more HR questions which
Then he asked me 5 areas of improvement based on the HDFC
bank project. Toward the end he asked me if i had any
questions for him. What worked for me here was my
confidence and my ability to speak cause that is what he was
primarily tying to judge. The fact that i did not wilt under
2014 SPJIMR Consulting Casebook

INTERVIEW EXPERIENCE # 2
Name Pallavi Gurtoo
Company EY
Selection Process :
PPO/PPI-
PPO/Finals
Finals
Number of
Interview Rounds
4

Round 1: Case Study GD
Narration of the
Interview as
descriptively as
possible
Case was about the Micro finance in
skeleton of the industry was given
pointed questions and understand where the Industry was
head and if the current mode of funding and operation was
sustainable given profitability

For my group, every Finance
consultant round
common sense although basic concepts like Net Interest
Margin and Bad Debts should have been clear.

Round 2 Details: Consultant Round
Narration of the
Interview as
descriptively as
No guesstimates.
Interview centered around my CV
Development Sector Consulting)


Pallavi Gurtoo
Round 1: Case Study GD
Case was about the Micro finance industry-
skeleton of the industry was given- we were required to ask
pointed questions and understand where the Industry was
head and if the current mode of funding and operation was
sustainable given profitability
For my group, every Finance Spec person cleared to the
consultant round- questions and responses were generic and
common sense although basic concepts like Net Interest
Margin and Bad Debts should have been clear.
Round 2 Details: Consultant Round
No guesstimates.
Interview centered around my CV- Prior Work Experience (
Development Sector Consulting)

Page 148
a very sparse
we were required to ask
pointed questions and understand where the Industry was
head and if the current mode of funding and operation was
Spec person cleared to the
questions and responses were generic and
common sense although basic concepts like Net Interest
Prior Work Experience (
2014 SPJIMR Consulting Casebook

possible >Tell me About yourself [Tried to include in answer how I've
consistently occupied leadership positions or sought to be
involved in dynamic teams]
>Why Consulting? [Prior experience, enjoyed it, enjoy peak and
troughs, enjoy Finance and liked this profile]
>What did you do in your Exchange program? [It was a
marketing plan development, led to caselet]
>What bank do you bank with
Plan for **** Bank based on your experience.

Enquired about Aim of Campaign, Metrics used to measure
success- awareness of bank, number of visits to website, new
accounts etc.
Limited it to Tier I & II cities, and divided p
Group

Gave Examples of how Companies have used surveys and
Facebook interaction to shape products

Roughly,

15-21- Tie up with products that target these youth
Levis for EMIs and schemes, get them to bank with HDFC early
[drew fro
21-30- Given these are young earners
invest- engage through surveys to develop products that suit
them

30+- Product/ investment advice via live platform
Old Spice campaign where customers would post ques
social media and receive a personalized response with X hours.

>Tell me About yourself [Tried to include in answer how I've
consistently occupied leadership positions or sought to be
ved in dynamic teams]
>Why Consulting? [Prior experience, enjoyed it, enjoy peak and
troughs, enjoy Finance and liked this profile]
>What did you do in your Exchange program? [It was a
marketing plan development, led to caselet]
>What bank do you bank with? Develop an Internet Marketing
Plan for **** Bank based on your experience.
Enquired about Aim of Campaign, Metrics used to measure
awareness of bank, number of visits to website, new
accounts etc.
Limited it to Tier I & II cities, and divided population by Age
Gave Examples of how Companies have used surveys and
Facebook interaction to shape products

Tie up with products that target these youth
Levis for EMIs and schemes, get them to bank with HDFC early
[drew from personal experience]
Given these are young earners- show them how to
engage through surveys to develop products that suit
Product/ investment advice via live platform
Old Spice campaign where customers would post ques
social media and receive a personalized response with X hours.

Page 149
>Tell me About yourself [Tried to include in answer how I've
consistently occupied leadership positions or sought to be
>Why Consulting? [Prior experience, enjoyed it, enjoy peak and
>What did you do in your Exchange program? [It was a
? Develop an Internet Marketing
Enquired about Aim of Campaign, Metrics used to measure
awareness of bank, number of visits to website, new
opulation by Age
Gave Examples of how Companies have used surveys and
Tie up with products that target these youth- Xbox,
Levis for EMIs and schemes, get them to bank with HDFC early
show them how to
engage through surveys to develop products that suit
Product/ investment advice via live platform- drew from
Old Spice campaign where customers would post questions on
social media and receive a personalized response with X hours.
2014 SPJIMR Consulting Casebook


>What did you do in X Project? [Be very clear about personal
contribution to team]

>Where do you see Gold Prices heading? [Based on Academic
Project]
> Do you have any questions for

Narration of the
Interview as
descriptively as
possible
Very candid round.

> Tell me about yourself
> Do you have issues relocating to Bombay?
> Are you prepared to travel?
> Do you have any questions?

As I understood it, the purpose was to see whether you truly
understand the lifestyle and work you are signing up for.
Given my background was consulting, we had a candid
discussion on the nature of travel I had done previously and
how much I would be willing
honesty for this round.



>What did you do in X Project? [Be very clear about personal
contribution to team]
>Where do you see Gold Prices heading? [Based on Academic

> Do you have any questions for me? Prepare several questions
Round 3 : HR
Very candid round.
> Tell me about yourself
> Do you have issues relocating to Bombay?
> Are you prepared to travel?
> Do you have any questions?
understood it, the purpose was to see whether you truly
understand the lifestyle and work you are signing up for.
Given my background was consulting, we had a candid
discussion on the nature of travel I had done previously and
how much I would be willing to travel now. Would recommend
honesty for this round.

Page 150
>What did you do in X Project? [Be very clear about personal
>Where do you see Gold Prices heading? [Based on Academic
me? Prepare several questions
understood it, the purpose was to see whether you truly
understand the lifestyle and work you are signing up for.
Given my background was consulting, we had a candid
discussion on the nature of travel I had done previously and
to travel now. Would recommend
2014 SPJIMR Consulting Casebook

Round 4 : Partner Round
Narration of the
Interview as
descriptively as
possible
Mostly CV based
Although the Partner tried to introduce an element of stress by
randomly introducing tangential areas
reactions to uncertainty

>Tell me about yourself
>What does your father do?
>Tell me about Exchange, how much work did You do? how
much did your co
>What subjects psyched you out in Finance? [ Tried to deflect.
Said I enjoyed most. Some more than others and naturally
found some challenging. Then said my choice of subjects was
best reflected by those I didn't take like FRM/ Portfolio. This
way he couldn't ask me about them because I obviously had
not opted for them. Also
you not opt for them and I told him how I was not interested in
a market facing finance role
> Do you have any questions for me? Prepare several questions
As I've mentioned, there was
tried to rattle me.
E.g after discussion on exchange he said, 'Doesn't look like you
did much work'
[replied saying I got results


Summary
What worked for you

Approached placements somewhat

Round 4 : Partner Round
Mostly CV based
Although the Partner tried to introduce an element of stress by
randomly introducing tangential areas, presumably to test your
reactions to uncertainty
>Tell me about yourself
>What does your father do?
>Tell me about Exchange, how much work did You do? how
much did your co-intern do?
>What subjects psyched you out in Finance? [ Tried to deflect.
enjoyed most. Some more than others and naturally
found some challenging. Then said my choice of subjects was
best reflected by those I didn't take like FRM/ Portfolio. This
way he couldn't ask me about them because I obviously had
not opted for them. Also leads to obvious question of
you not opt for them and I told him how I was not interested in
a market facing finance role- strengthened case for Consult.]
> Do you have any questions for me? Prepare several questions
As I've mentioned, there was an element of stress where he
tried to rattle me.
E.g after discussion on exchange he said, 'Doesn't look like you
did much work'
[replied saying I got results-... stated impact of my work]
Approached placements somewhat differently.

Page 151
Although the Partner tried to introduce an element of stress by
, presumably to test your
>Tell me about Exchange, how much work did You do? how
>What subjects psyched you out in Finance? [ Tried to deflect.
enjoyed most. Some more than others and naturally
found some challenging. Then said my choice of subjects was
best reflected by those I didn't take like FRM/ Portfolio. This
way he couldn't ask me about them because I obviously had
leads to obvious question of - Why did
you not opt for them and I told him how I was not interested in
strengthened case for Consult.]
> Do you have any questions for me? Prepare several questions
an element of stress where he
E.g after discussion on exchange he said, 'Doesn't look like you
... stated impact of my work]
differently.
2014 SPJIMR Consulting Casebook

Selected 4
myself I would be indifferent between them.

Consequently there was a lot less pressure, and I was able
to approach each round as an interaction not an ordeal
Background also helped, bec
convincing them that I could be in the industry and
perform

Special preparation tips for Consulting Companies

I was not a member of the Consulting Cohort, so I am not
the best person to guide you on consult specific
preparat
Casebook and sat with someone for a half an hour case
study/ guesstimate crash course the night before the
process.



DELOITTE MALAYSIA
INTERVIEW EXPERIENCE #1
Name Aunkur De
Company Deloitte South East As
Specialisation Operations Management

Selected 4-5 co.s at the outset that I wanted and told
myself I would be indifferent between them.
Consequently there was a lot less pressure, and I was able
to approach each round as an interaction not an ordeal
Background also helped, because I had to spend less time
convincing them that I could be in the industry and
perform
Special preparation tips for Consulting Companies
I was not a member of the Consulting Cohort, so I am not
the best person to guide you on consult specific
preparation- I just about skimmed through the Michigan
Casebook and sat with someone for a half an hour case
study/ guesstimate crash course the night before the
process.
INTERVIEW EXPERIENCE #1
Aunkur De
Deloitte South East Asia
Operations Management

Page 152
5 co.s at the outset that I wanted and told
myself I would be indifferent between them.
Consequently there was a lot less pressure, and I was able
to approach each round as an interaction not an ordeal
ause I had to spend less time
convincing them that I could be in the industry and
Special preparation tips for Consulting Companies
I was not a member of the Consulting Cohort, so I am not
the best person to guide you on consult specific
I just about skimmed through the Michigan
Casebook and sat with someone for a half an hour case
study/ guesstimate crash course the night before the
2014 SPJIMR Consulting Casebook

Selection Process :
PPO/PPI-
PPO/Finals
Finals
Number of
Interview Rounds
3

Round 1: Partner Round
Interviewer Mr Sachin
Narration of the
Interview as
descriptively as
possible
a) With such a good core operations
want to come into consulting instead of going back to
you earlier company, why did you leave the company in
first place and came to do an MBA and why you not
going back to the same company in a different role
where you can leverage yo
Ans To answer this question I picked from the point he
ended i.e. my prior experience and then explained the
highlights of my experience like my prior experience was in
Project management of power projects where I was
fortunate enough
completion of an entire Gas based power project. I covered
mentioned all the aspects I learnt in my earlier company and
then talked about the similarity of work in all the projects
then narrowed down to the point of flatt
curve, repetition and saturation. Then I made it clear that
after that I was interested in taking up the business
development or corporate strategy role which is usually
given to MBA graduates and how the growth is accelerated

Round 1: Partner Round
Mr Sachin
With such a good core operations experience why do you
want to come into consulting instead of going back to
you earlier company, why did you leave the company in
first place and came to do an MBA and why you not
going back to the same company in a different role
where you can leverage your past experience.
To answer this question I picked from the point he
ended i.e. my prior experience and then explained the
highlights of my experience like my prior experience was in
Project management of power projects where I was
fortunate enough to have worked since inception to
completion of an entire Gas based power project. I covered
mentioned all the aspects I learnt in my earlier company and
then talked about the similarity of work in all the projects
then narrowed down to the point of flattening of learning
curve, repetition and saturation. Then I made it clear that
after that I was interested in taking up the business
development or corporate strategy role which is usually
given to MBA graduates and how the growth is accelerated

Page 153
experience why do you
want to come into consulting instead of going back to
you earlier company, why did you leave the company in
first place and came to do an MBA and why you not
going back to the same company in a different role
ur past experience.
To answer this question I picked from the point he
ended i.e. my prior experience and then explained the
highlights of my experience like my prior experience was in
Project management of power projects where I was
to have worked since inception to
completion of an entire Gas based power project. I covered
mentioned all the aspects I learnt in my earlier company and
then talked about the similarity of work in all the projects
ening of learning
curve, repetition and saturation. Then I made it clear that
after that I was interested in taking up the business
development or corporate strategy role which is usually
given to MBA graduates and how the growth is accelerated
2014 SPJIMR Consulting Casebook

post MBA.
Why consulting:
question where I talked about
- Exposure: how you get to interact with the best in
business.
- Depth: How your thought process is challenged on regular
basis.
- Impact: Recommendations creating an impact on
topline and bottomline of the client company.
- Internal: How consulting job excites me, in this you have
to link life experiences to the attributes of a consultant to
show how you can be a good fit for consulting.

b) Then I was asked to explain my work e
Ans- This answer in my opinion should be prepared
beforehand consisting of your highlights from experience.
The fact that you have worked on diverse problems and
understood or worked on various aspects of the business
should come out clearly fr
much into technicalities of your experience, you should
simplify your answer so that even a layman or a person
without any knowledge of your sector could understand it
easily. The answer should also bring out your attribute
willingness to learn and ability to grasp things quickly.
c) He asked me to explain my Autumns project from the
work I did to the recommendations I made.
Ans - This answer should usually be answered following a
CAR (Context Analyse and Result) framework

post MBA.
Why consulting: I took an EDII approach to answer this
question where I talked about
Exposure: how you get to interact with the best in
business.
Depth: How your thought process is challenged on regular

Impact: Recommendations creating an impact on
topline and bottomline of the client company.
Internal: How consulting job excites me, in this you have
to link life experiences to the attributes of a consultant to
show how you can be a good fit for consulting.
Then I was asked to explain my work experience.
This answer in my opinion should be prepared
beforehand consisting of your highlights from experience.
The fact that you have worked on diverse problems and
understood or worked on various aspects of the business
should come out clearly from the answer. Rather than going
much into technicalities of your experience, you should
simplify your answer so that even a layman or a person
without any knowledge of your sector could understand it
easily. The answer should also bring out your attribute
willingness to learn and ability to grasp things quickly.
He asked me to explain my Autumns project from the
work I did to the recommendations I made.
This answer should usually be answered following a
CAR (Context Analyse and Result) framework. First of all

Page 154
I took an EDII approach to answer this
Exposure: how you get to interact with the best in
Depth: How your thought process is challenged on regular
Impact: Recommendations creating an impact on the
topline and bottomline of the client company.
Internal: How consulting job excites me, in this you have
to link life experiences to the attributes of a consultant to
show how you can be a good fit for consulting.
xperience.
This answer in my opinion should be prepared
beforehand consisting of your highlights from experience.
The fact that you have worked on diverse problems and
understood or worked on various aspects of the business
om the answer. Rather than going
much into technicalities of your experience, you should
simplify your answer so that even a layman or a person
without any knowledge of your sector could understand it
easily. The answer should also bring out your attributes of
willingness to learn and ability to grasp things quickly.
He asked me to explain my Autumns project from the

This answer should usually be answered following a
. First of all
2014 SPJIMR Consulting Casebook

define the problem statement clearly post which put forth
your approach to the problem as in how you went about
solving the issue then come to the recommendations part of
it. While citing the recommendations you should focus more
on framing
solutions and more time should be on recommendations
which already got implemented or considered for
implementation. After explaining this entire then move to
the impact/result it had on the process improvement, t
or bottomline of the organization.
d) I was asked about my extra
the events/competitions I have done
Ans- To answer question like this the best way is to prepare a
description on all the projects mentioned on CV from the
academic to extra curricular projects. Its better if you can
prepare one para answer explaining the project with more
focus on recommendations and impact. I was asked to
explain my competition work in KPMG, GSK and Miebach.
More questions were on Miebach
project.
e) Having never worked outside country, will it be possible
to adjust in new environment and how will your family
respond to that
Ans- I cited examples from my work life regarding how I was
relocated to different parts of the coun
autumns I was based out of Baddi, Himachal. How I got
accustomed to those places quickly even after having a
language barrier in places like Rajahmundry. The point is to
show how resilient you are to whatever conditions you are

define the problem statement clearly post which put forth
your approach to the problem as in how you went about
solving the issue then come to the recommendations part of
it. While citing the recommendations you should focus more
on framing the answers to show the feasibility of the
solutions and more time should be on recommendations
which already got implemented or considered for
implementation. After explaining this entire then move to
the impact/result it had on the process improvement, t
or bottomline of the organization.
I was asked about my extra curricular activities : About
the events/competitions I have done
To answer question like this the best way is to prepare a
description on all the projects mentioned on CV from the
academic to extra curricular projects. Its better if you can
prepare one para answer explaining the project with more
focus on recommendations and impact. I was asked to
explain my competition work in KPMG, GSK and Miebach.
More questions were on Miebachs cold supply chain

Having never worked outside country, will it be possible
to adjust in new environment and how will your family
respond to that
I cited examples from my work life regarding how I was
relocated to different parts of the country and during my
autumns I was based out of Baddi, Himachal. How I got
accustomed to those places quickly even after having a
language barrier in places like Rajahmundry. The point is to
show how resilient you are to whatever conditions you are

Page 155
define the problem statement clearly post which put forth
your approach to the problem as in how you went about
solving the issue then come to the recommendations part of
it. While citing the recommendations you should focus more
the answers to show the feasibility of the
solutions and more time should be on recommendations
which already got implemented or considered for
implementation. After explaining this entire then move to
the impact/result it had on the process improvement, topline
curricular activities : About
To answer question like this the best way is to prepare a
description on all the projects mentioned on CV from the
academic to extra curricular projects. Its better if you can
prepare one para answer explaining the project with more
focus on recommendations and impact. I was asked to
explain my competition work in KPMG, GSK and Miebach.
s cold supply chain
Having never worked outside country, will it be possible
to adjust in new environment and how will your family
I cited examples from my work life regarding how I was
try and during my
autumns I was based out of Baddi, Himachal. How I got
accustomed to those places quickly even after having a
language barrier in places like Rajahmundry. The point is to
show how resilient you are to whatever conditions you are
2014 SPJIMR Consulting Casebook

being expo
f)
Ans
work life, autumns project, academic projects and
competitions. I tried to show them the set of di
sectors I have worked on through all this.
Though I wasnt asked to ask a question to the interviewer
but others were. So, this should be prepared beforehand as
in which question to be asked to the interviewer. This
should be well thought because som
things become crucial and could act as a decider for hiring.

Round 2 Details: HR Round
Narration of the
Interview as
descriptively as
possible
It was not grilling. It had questions like where did you work,
how was your growth there,
your expected CTC, how comfortable you are being relocated
to Malaysia, tentative joining date.

Round 3 : Director Round
Narration of the
Interview as
descriptively as
possible
This interview was with Director (Mr. Pankaj
Partner (Mr. Sachin). It was again a CV based interview.
Technical question on how the process of procurement
works in a company. They also tried to understand my prior
knowledge of working on platforms like SAP and
PRIMAVERA. Then they explaine

being exposed to.
The power sector vertical is not that big, will you
be able to work on different sectors as well
Ans- I answered this by bringing in examples from my
work life, autumns project, academic projects and
competitions. I tried to show them the set of di
sectors I have worked on through all this.
Though I wasnt asked to ask a question to the interviewer
but others were. So, this should be prepared beforehand as
in which question to be asked to the interviewer. This
should be well thought because sometimes these minor
things become crucial and could act as a decider for hiring.
Round 2 Details: HR Round
It was not grilling. It had questions like where did you work,
how was your growth there, what was the last CTC, what is
your expected CTC, how comfortable you are being relocated
to Malaysia, tentative joining date.
Round 3 : Director Round
This interview was with Director (Mr. Pankaj
Partner (Mr. Sachin). It was again a CV based interview.
Technical question on how the process of procurement
works in a company. They also tried to understand my prior
knowledge of working on platforms like SAP and
PRIMAVERA. Then they explained the role to me.

Page 156
The power sector vertical is not that big, will you
be able to work on different sectors as well
I answered this by bringing in examples from my
work life, autumns project, academic projects and
competitions. I tried to show them the set of diverse

Though I wasnt asked to ask a question to the interviewer
but others were. So, this should be prepared beforehand as
in which question to be asked to the interviewer. This
etimes these minor
things become crucial and could act as a decider for hiring.
It was not grilling. It had questions like where did you work,
what was the last CTC, what is
your expected CTC, how comfortable you are being relocated
This interview was with Director (Mr. Pankaj Rathi) and
Partner (Mr. Sachin). It was again a CV based interview.
Technical question on how the process of procurement
works in a company. They also tried to understand my prior
knowledge of working on platforms like SAP and
d the role to me.
2014 SPJIMR Consulting Casebook


About the role

The role for which I have been hired is a
Procurement role
recently started getting project in this area. The role
includes initially some part of strategy and opera
then deciding on sourcing and procurement strategy for
clients, vendor categorization, supplier management,
contracts management,
recommending ERP solutions for them, as told to me
apart from the strategy part this role also includes
system implement
client is interested in implementation and execution
then in such cases the project shall be from strategy to
execution.
Preparation Tips
Form a small group of consulting enthusiast and
practice cases regularly; it is
interviewer and interviewee format. Each one giving
a question to other person and then evaluating
his/her solutions with respect to actual solution
given in casebooks. Working on competition cases
from different sectors also helps
your approach and broaden your thinking
perspective.
- First and foremost work on CV so that the
relevant consulting part of your experience should
clearly come out of that

Summary
The role for which I have been hired is a Sourcing to
Procurement role This is a new role as they have
recently started getting project in this area. The role
includes initially some part of strategy and opera
then deciding on sourcing and procurement strategy for
clients, vendor categorization, supplier management,
contracts management,
recommending ERP solutions for them, as told to me
apart from the strategy part this role also includes
system implementation for these processes and in case
client is interested in implementation and execution
then in such cases the project shall be from strategy to
execution.
Form a small group of consulting enthusiast and
practice cases regularly; it is better if you follow an
interviewer and interviewee format. Each one giving
a question to other person and then evaluating
his/her solutions with respect to actual solution
given in casebooks. Working on competition cases
from different sectors also helps you to streamline
your approach and broaden your thinking
perspective.
First and foremost work on CV so that the
relevant consulting part of your experience should
clearly come out of that

Page 157
Sourcing to
This is a new role as they have
recently started getting project in this area. The role
includes initially some part of strategy and operations
then deciding on sourcing and procurement strategy for
clients, vendor categorization, supplier management,
recommending ERP solutions for them, as told to me
apart from the strategy part this role also includes
ation for these processes and in case
client is interested in implementation and execution
then in such cases the project shall be from strategy to
Form a small group of consulting enthusiast and
better if you follow an
interviewer and interviewee format. Each one giving
a question to other person and then evaluating
his/her solutions with respect to actual solution
given in casebooks. Working on competition cases
you to streamline
your approach and broaden your thinking
First and foremost work on CV so that the
relevant consulting part of your experience should
2014 SPJIMR Consulting Casebook

- Being abreast with current affairs by reading
Economic times regul
- Referring to books likes Simchi Levi for Operations
specialization helps you to know many supply
chain related case studies related to various
companies and understand what went right for
them and where did they lost
- Books for few line cases / genera
point and Ace the case
- Detailed and technical cases
- Approach to consulting cases
Videos and articles of Victor Cheng
- Subjects to be revised
strategy (BP&S); Advance competitive st
(elective in second year helps you to revise
concepts and applications in a short period of
time)
- Before each interview, refer to the company
website to understand the kind of work they do in
each of the sectors and who are the clients. This
will he
with their business
- Read the linkedin profiles of the interview panel
- Prepare relevant questions to be asked to the
interviewer. This can be done by understanding
their future undertakings and client engagement;
recent developments in the sectors they are
focussing in; consolidation of the company; can
be related to your apprehensions related to
consulting like how a new consultant is being
assimilated into the organization or how a project

Being abreast with current affairs by reading
Economic times regularly.
Referring to books likes Simchi Levi for Operations
specialization helps you to know many supply
chain related case studies related to various
companies and understand what went right for
them and where did they lost
Books for few line cases / general cases
point and Ace the case
Detailed and technical cases Goizueta Case book
Approach to consulting cases Subscribe to
Videos and articles of Victor Cheng
Subjects to be revised Business policy and
strategy (BP&S); Advance competitive st
(elective in second year helps you to revise
concepts and applications in a short period of
time)
Before each interview, refer to the company
website to understand the kind of work they do in
each of the sectors and who are the clients. This
will help you to put your experience in accordance
with their business
Read the linkedin profiles of the interview panel
Prepare relevant questions to be asked to the
interviewer. This can be done by understanding
their future undertakings and client engagement;
recent developments in the sectors they are
focussing in; consolidation of the company; can
be related to your apprehensions related to
consulting like how a new consultant is being
assimilated into the organization or how a project

Page 158
Being abreast with current affairs by reading
Referring to books likes Simchi Levi for Operations
specialization helps you to know many supply
chain related case studies related to various
companies and understand what went right for
Case in
Goizueta Case book
Subscribe to
Business policy and
strategy (BP&S); Advance competitive strategy
(elective in second year helps you to revise
concepts and applications in a short period of
Before each interview, refer to the company
website to understand the kind of work they do in
each of the sectors and who are the clients. This
lp you to put your experience in accordance
Read the linkedin profiles of the interview panel
Prepare relevant questions to be asked to the
interviewer. This can be done by understanding
their future undertakings and client engagement;
recent developments in the sectors they are
focussing in; consolidation of the company; can
be related to your apprehensions related to
consulting like how a new consultant is being
assimilated into the organization or how a project
2014 SPJIMR Consulting Casebook

team in a consulting te

INTERVIEW EXPERIENCE #2
Name Mohit Tiwari
Specialization Operations Management
Company Deloitte Consulting, Malaysia
Selection Process :
PPO/PPI-
PPO/Finals
Finals
Role offered Consultant, Strategy & Operations
Work Experience 23 months
Number of
Interview Rounds
2 (1 Partner + 1 Director)

Round 1 Details: Technical Interview
Interviewer Name Sachin Shah
Interviewer
Designation
Partner
Round Type :
Case Based/Personal
Interview/GD
Personal Interview

team in a consulting team is formed etc
Mohit Tiwari
Operations Management
Deloitte Consulting, Malaysia
Consultant, Strategy & Operations
nths
2 (1 Partner + 1 Director)
Round 1 Details: Technical Interview
Sachin Shah
Partner
Personal Interview

Page 159
2014 SPJIMR Consulting Casebook

Duration of the Process 25 minutes
Narration of the
Interview as
descriptively as
possible
CV Scan & detailed Interview
Partner had done a very extensive analysis of all the
CV and the highlighter marks were easily visible on CV
hard copies. He introduced himse
conversation.
Surprise:


25 minutes
CV Scan & detailed Interview
Partner had done a very extensive analysis of all the
CV and the highlighter marks were easily visible on CV
hard copies. He introduced himself and started the
conversation.
Surprise: Partner stammered, I was shocked.
Partner: I am very impressed by your academics
and special mention to the award by Pratibha
Patil.
Me: I explained by schooling, details about the
%s, and described the award details
Partner: He enquired further about my school
and cities I lived in
Me: I described about having done my schooling
from Rajasthan, Graduation from Punjab, Work
at Uttarakhand (Tata Motors) etc
Partner: Give me details of your work at Tata
Motors, your Autumns at Philips India and your
summer project with Non-profit CORD (docc ngo)
you may choose any order you like to start with.
Me: I started with the most recent one i.e.
Autumns project of 8 weeks. I gave the context,
the 50,000 feet view and then spe
work I did and the results. I also explained in
great detail the essence of the project to the firm
Partner: I have also worked with Philips on

Page 160
Partner had done a very extensive analysis of all the
CV and the highlighter marks were easily visible on CV
lf and started the
Partner stammered, I was shocked.
I am very impressed by your academics
and special mention to the award by Pratibha
I explained by schooling, details about the

He enquired further about my school
I described about having done my schooling
from Rajasthan, Graduation from Punjab, Work
Give me details of your work at Tata
Autumns at Philips India and your
profit CORD (docc ngo)
you may choose any order you like to start with.
I started with the most recent one i.e.
Autumns project of 8 weeks. I gave the context,
the 50,000 feet view and then specifics of the
work I did and the results. I also explained in
great detail the essence of the project to the firm
I have also worked with Philips on
2014 SPJIMR Consulting Casebook


certain assignments. I like the way you explained
starting from the managements view (High level
project rationale) to the execution level view of
the problem. This assignment of your looks to
me somewhat like a small consulting
engagement.
Me: I then went to explain the project with the
Non-Profit (DOCC) which I did in collaboration
with students from Kelley school of business. I
followed the same method of explaining the case
and the intervention I did during 6 weeks.
Partner: He asked in details about the
background of the project, was it a continuing
project or you started from zero. Also he
appreciated the collaborative approach.
Me: Next I described the partner about my role
of Program Management (New Product
Introduction) at Tata Motors, the projects I
handled. The work environment and challenges
faced in job and the achievement and
recognition I got in 2 years.
Partner: He asked a few situational leadership
questions discussed on my opinion and action
which I would take to settle conflicts.
Me: I defended the questions well
Partner: What is your career goal I mean to be
a Generalist working across sectors/Industries?
Or you would prefer working as a consultant in
the Automotive and manufacturing practice. He
explained that both are equally good and its a
matter of individual preference, what one likes.

Page 161
certain assignments. I like the way you explained
starting from the managements view (High level
project rationale) to the execution level view of
the problem. This assignment of your looks to
me somewhat like a small consulting
I then went to explain the project with the
Profit (DOCC) which I did in collaboration
m Kelley school of business. I
followed the same method of explaining the case
and the intervention I did during 6 weeks.
He asked in details about the
background of the project, was it a continuing
project or you started from zero. Also he
iated the collaborative approach.
Next I described the partner about my role
of Program Management (New Product
Introduction) at Tata Motors, the projects I
handled. The work environment and challenges
faced in job and the achievement and
situational leadership
discussed on my opinion and action
which I would take to settle conflicts.
What is your career goal I mean to be
oss sectors/Industries?
Or you would prefer working as a consultant in
the Automotive and manufacturing practice. He
explained that both are equally good and its a
matter of individual preference, what one likes.
2014 SPJIMR Consulting Casebook


Me: I was just waiting for such I question
opened up my sharing my inclination for the
generalist approach.
Partner: Where do you see yourself in short term
and long term
Me: I explained in details together with rationale,
my current capabilities and competence which I
will acquire in future.
Partner: I can look in your extracurricular
interest that you like mountaineering and have
climbed a few peaks in Himalayas. I would like to
inform that in Malaysia the max peak you could
find is only 4000 m (Slight smile on his face)
Me: I described the origin of my mountaineering
interest and also explained about my interest in
Photography, travelling etc and justified that why
Malaysia as a location has lot of opportunities for
me to continue my interest and hobbies.
Partner: (He moved the CV away) as you are
young and ambitious, what are your family
obligations and how willing you will be to
relocate to South East Asia. Do you know any
people/ friends/ relatives
Me: I explained about my family. I also explained
that South East Asia is not much different in India
in culture and added that I do have some
friend/acquaintances (Some of my friends work
at Tata Motors Indonesia, I have friends studying
in National University of Singapore etc)
Partner: I dont have any further questions to
you. Please ask if you have any questions for me.

Page 162
I was just waiting for such I questions and
opened up my sharing my inclination for the
Where do you see yourself in short term
I explained in details together with rationale,
my current capabilities and competence which I
I can look in your extracurricular
interest that you like mountaineering and have
climbed a few peaks in Himalayas. I would like to
inform that in Malaysia the max peak you could
find is only 4000 m (Slight smile on his face)
I described the origin of my mountaineering
interest and also explained about my interest in
Photography, travelling etc and justified that why
Malaysia as a location has lot of opportunities for
me to continue my interest and hobbies.
the CV away) as you are
young and ambitious, what are your family
obligations and how willing you will be to
relocate to South East Asia. Do you know any
I explained about my family. I also explained
ot much different in India
in culture and added that I do have some
friend/acquaintances (Some of my friends work
at Tata Motors Indonesia, I have friends studying
in National University of Singapore etc)
I dont have any further questions to
Please ask if you have any questions for me.
2014 SPJIMR Consulting Casebook


Round 2 Details: Interaction with both Director & Partner
Interviewer Name Sachin Shah & Pankaj Rathee (SP
Interviewer
Designation
Partner & Director
Round Type :
Case Based/Personal
Interview/GD
Personal Interview
Duration of the Process ~ 8 minutes

Me: I asked 2 questions
Partner: He explained in great detail to me. Also
spoke about the general career track and
opportunities for switching firms and also the
exit options. He spoke about a general cycle of
years; i.e. post 3 years of work a consultant must
look back and rethink about his career. Also he
explained that on average it takes around 14
years to reach Partner level.
Partner: It was nice talking to you, please wait
and we will inform you about the results in some
time.
Me: I thanked him for the wonderful interaction.
Round 2 Details: Interaction with both Director & Partner
Sachin Shah & Pankaj Rathee (SP Alum)
Partner & Director
Personal Interview
~ 8 minutes

Page 163
He explained in great detail to me. Also
spoke about the general career track and
opportunities for switching firms and also the
exit options. He spoke about a general cycle of 3
years; i.e. post 3 years of work a consultant must
look back and rethink about his career. Also he
explained that on average it takes around 14
It was nice talking to you, please wait
he results in some
I thanked him for the wonderful interaction.
Round 2 Details: Interaction with both Director & Partner
2014 SPJIMR Consulting Casebook

Narration of the
Interview as
descriptively as
possible
Partner called Me & Siddharth Jeeven 10 minutes
before our interview. He spoke to us in another
conference hall (Different from one in which interviews
were going on).
Partner:
detail. I want you to interact with my colleague Pankaj
in a short while.
Partner:
all the high points of the previous interview with me
and explaining in short about why you want to work
with Deloitte Consulting, Strategy & Operations
practice, South East Asia.
Me:
agreed on what all he said
[Partner left us in the conference room and asked us to
think & prepare the pitch]
Me:
discussed that weather they will take only 1 of us and
both.
Me:
us wait
HR:
Partner:
to listen (Abt work ex, projects, autumns etc)
[Before I could start my pitch
Director:

Partner called Me & Siddharth Jeeven 10 minutes
before our interview. He spoke to us in another
nference hall (Different from one in which interviews
were going on).
Partner: I have already talked to both of you in great
detail. I want you to interact with my colleague Pankaj
in a short while.
Partner: Prepare a short pitch of 5 minutes describing
ll the high points of the previous interview with me
and explaining in short about why you want to work
with Deloitte Consulting, Strategy & Operations
practice, South East Asia.
Me: We could see positivity on Partners face and
agreed on what all he said
Partner left us in the conference room and asked us to
think & prepare the pitch]
Me: We waited and thought about the pitch. Also we
discussed that weather they will take only 1 of us and
both.
Me: Relaxed for a while but anxiety was high as two of
us waited in that conference hall.
HR asked me to go first
Partner: He explained patiently what all they would like
to listen (Abt work ex, projects, autumns etc)
Before I could start my pitch]
Director: Looking at my CV, so you worked with Tata

Page 164
Partner called Me & Siddharth Jeeven 10 minutes
before our interview. He spoke to us in another
nference hall (Different from one in which interviews
I have already talked to both of you in great
detail. I want you to interact with my colleague Pankaj
Prepare a short pitch of 5 minutes describing
ll the high points of the previous interview with me
and explaining in short about why you want to work
with Deloitte Consulting, Strategy & Operations
We could see positivity on Partners face and
Partner left us in the conference room and asked us to
We waited and thought about the pitch. Also we
discussed that weather they will take only 1 of us and
Relaxed for a while but anxiety was high as two of
He explained patiently what all they would like
to listen (Abt work ex, projects, autumns etc)
Looking at my CV, so you worked with Tata
2014 SPJIMR Consulting Casebook

Motors. He s
Wagh (An SP Alum & project manager for Tata Nano).
Me:
about my role at Tata Motors and then started my
prepared pitch. My voice was filled with passion and I
could se
listen to each of my words patiently.
Director:
Me:
[By this time the Partner had already left the room]
Director:
Me: I thanked him and went out of the room
[The Partner was standing outside, he asked me How
my interview went and Shook hands with me
[I went to the green room thinking that there is a high
chance but lets not put hopes and start
upcoming processes
Results came out in next 20 minutes. I was Thru!!!!






Motors. He started telling the Partner about Garish
Wagh (An SP Alum & project manager for Tata Nano).
Me: I took control of the conversation by explaining
about my role at Tata Motors and then started my
prepared pitch. My voice was filled with passion and I
could see the Director lean forward on his chain and
listen to each of my words patiently.
Director: Good, Are you willing to relocate to Malaysia
Me: I answered well explaining my rationale.
[By this time the Partner had already left the room]
Director: It was good talking to you.
: I thanked him and went out of the room
The Partner was standing outside, he asked me How
my interview went and Shook hands with me
I went to the green room thinking that there is a high
chance but lets not put hopes and started checking the
upcoming processes]
Results came out in next 20 minutes. I was Thru!!!!

Page 165
tarted telling the Partner about Garish
Wagh (An SP Alum & project manager for Tata Nano).
I took control of the conversation by explaining
about my role at Tata Motors and then started my
prepared pitch. My voice was filled with passion and I
e the Director lean forward on his chain and
Good, Are you willing to relocate to Malaysia
I answered well explaining my rationale.
[By this time the Partner had already left the room]
: I thanked him and went out of the room
The Partner was standing outside, he asked me How
my interview went and Shook hands with me]
I went to the green room thinking that there is a high
ed checking the
Results came out in next 20 minutes. I was Thru!!!!
2014 SPJIMR Consulting Casebook

THE CONSULTING COMMITTEE 2013
THANKS YOU
From L to R
Front row : Garima Singh, Neha Khullar, Shreya Jha, Kashica Bhagat
Back row : Roopanjali Jasrotia, Tan
Sushri Kundu Basu

CONSULTING COMMITTEE 2013
YOU FOR THE SUPPORT
Front row : Garima Singh, Neha Khullar, Shreya Jha, Kashica Bhagat
Jasrotia, Tanvi Kapoor, Prof. Prem Chandrani, Naman Rastogi


Page 166
CONSULTING COMMITTEE 2013
FOR THE SUPPORT

vi Kapoor, Prof. Prem Chandrani, Naman Rastogi,