Case Interview

MCKINSEY-STYLE PRACTICE
CASE #2
SOLAMERE HOTELS
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Case 2: Solamere Hotels

1. Introduction and structuring question
Our client is Solamere Hotels, a European-‐based luxury hotel chain. Solamere has 23 properties, with
the majority in Europe’s capital cities. Solamere’s hotels are grouped into three regions: Northern,
Central, and Southern. The hotels are known for providing guests with an expensive and luxurious
experience.
Solamere calculates what is called an occupancy rate by measuring the average number of guests that
are staying in rooms in Solamere properties, and dividing by the total number of rooms available. Over
the past two years, Solamere’s occupancy rates across its properties have been declining. The client has
conducted market research of other luxury hotels, and competitors seem to have consistent or growing
occupancy rates over the same period.

Solamere hired your team to understand why their occupancy rates are dropping, and what they can do
about it.
What are the factors you would want your team to look at when approaching this problem?
[Note – at this point, you should take a break approximately 1-‐minute long to write down your answer to
this question, then spend between 2-‐3 minutes giving your answer to your interviewer when you are
ready.]
2. Quantitative question
Our client wants to understand the financial impact of the drop in occupancy rates over the past two
years. Both the change in occupancy and the price of the hotels varies across the regions.

Region Average number of Revenue per Variable costs Average number of
occupied rooms 2 occupied room per room occupied rooms today
years ago
Northern 810 €249 €99 730
Central 1230 €296 €101 990
Southern 1020 €351 €100 1000

Based on this information, what impact has the drop in occupancy had on Solamere’s daily profitability,
in terms of fewer Euros per day?
ready.]

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Solamere believes that the Southern Region has been a strong spot, having reduced its occupancy by
only 20 rooms over the past two years.

Solamere is confident that with the right strategies, the hotel chain can increase the occupancy rate of
the Southern region to offset the losses in Northern and Central.

How much would the occupancy rate in the Southern region have to increase, from its baseline of 1000
rooms filled today, to offset the losses from the drop in occupancy from the Northern and Central
regions?
ready. For quantitative questions, tell your interviewer your math answer, how you arrived at it, and
what the implications of that answer are to the ultimate problem that you are solving in the case.]
4. Creativity question
In addition to hundreds of boutique hotels and smaller chains, your client has two major competitors
with luxury hotels in similar locations across Europe: Tagg Hotels and Willard Holdings. Your team took a
market survey of customers who stay in European luxury hotels to get a sense for how Solamere Hotels
is perceived, compared to its competitors.

Your team found the following results:

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What can you conclude from this information?
[Note – this is an open-‐ended creativity question. Take about 1 minute to study the data, and then take
another 30 seconds to 1 minute to write down your observations from the data as they relate to the case
problem. Remember, the client is trying to increase the number of guests that stay in Solamere hotels.
What can you learn from this data about what might be a good strategy to address that problem?]
5. Structuring question
Solamere is interested in studying the financial benefits of a partnership with a car rental firm to offer
discounts to guests staying in Solamere properties.

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There are many different car rental firms in areas where Solamere properties are located. Some of these
firms are international, while others are regional or may have locations in only one European country.
What are the factors that Solamere should consider when deciding which car rental firm – or multiple
firms – Solamere should partner with for a discount for its guests?
ready.]
6. Creativity question
Stryker Car Rental, a reputable European car rental firm with locations near all of Solamere’s hotels,
approached our client with a proposal for a partnership.
Stryker offered three options to Solamere. In each option, Solamere would suggest that guests rent
from Stryker, and Stryker would recommend its customers stay in Solamere hotels.
Options:
A. Any Solamere guest who rents a Stryker car would receive a 10% discount from Stryker.

B. Any Solamere guest who rents a Stryker car would receive a 5% discount from Stryker.
Additionally, Solamere Hotels would receive a payment from Solamere of 5% of the gross
revenues from all cars rented by Solamere Hotel guests.

C. Instead of providing a discount to customers, Stryker would provide free transportation from
local airports to Solamere hotels, where Stryker representatives would be waiting with rental
cars. Additionally, Stryker representatives would retrieve their rental cars at Solamere hotels
and provide free transportation for Solamere guests – who are renting cars from Stryker -‐ to the
airport.

Which of these deals do you think would be best for our client?

[Note – for this type of creativity question, there is no single right answer. Take a 1-‐minute break to
select one of the options and write down your justifications for why that option would be the best for our
client, while keeping in mind the ultimate goal of this case – attracting more customers to our client’s
hotels.]

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Solamere’s properties change their prices based on expected occupancy rates. The more demand, the
higher the cost per room for all rooms. One of Solamere’s hotels in Brussels has seen a steep decline in
their occupancy rate. At this hotel, average occupancy declined from 90% per night to 74% per night.
Today, the hotel is charging an average of 275 euros per night for its 100 total rooms (of which, 74% are
occupied). For every percentage point increase in expected occupancy, this hotel is able to charge two
percentage points additional per room for all rooms in revenue.
Solamere’s variable costs change in steps, depending on occupancy rate. Above 74%, Solamere has
incremental variable costs based on occupancy rates.
Solamere’s variable costs change as follows:
75%-‐80% occupancy = +€3,000 per night in new costs
81%-‐85% occupancy = +€5,000 per night in new costs
86% + occupancy = +€11,000 per night in new costs
What would the net impact be on the property’s profits if the hotel were to recover half of its lost
occupancy? [Note – for this question, do not worry about regional variable costs discussed earlier in the
case. Only focus on the variable costs listed in this question.]
What if the hotel recovered all of the lost occupancy?
ready. For quantitative questions, tell your interviewer your math answer, how you arrived at it, and
what the implications of that answer are to the ultimate problem that you are solving in the case. ]

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ANSWER KEY

Candidate scoring criteria: Each answer is scored by your interviewer on a scale from 0 to 3.

0 – Clearly below the bar: candidate’s answer is scattered, incomplete, or does not address the question.
1 – Below the bar: candidate’s answer partially addresses the question but is not structured and leaves
out key details.
2 – Strong: candidate’s answer is structured, comprehensive, communicated effectively and succinctly,
and meets the standards of an average consultant.
3 – Excellent: candidate’s answer is above the standard of an average consultant and is structured,
succinct, creative, and addresses the problem in a comprehensive manner.

To pass an interview, a candidate needs a mix of answers that score a 2 and answers that score a 3
throughout the case. There is no defined number that guarantees a pass, but if a candidate’s average
score per answer is a 2.5, they will likely pass the case.

1. What are the factors you would want your team to look at when approaching this problem?
This is a classic growth problem. Occupancy has been decreasing, and our client wants to understand
why and get the rate back up. Note that the client has asked your team to address its occupancy
problem, NOT a revenue problem – a related but distinct inquiry.
It is common in cases for the case prompt to ask you why the client is having a problem, and what they
can do to fix this. In a real client situation, a team would break this into two related questions – (1) what
is causing the problem, and (2) what are the best strategies to fix it? That is a good approach for this
problem to show your interviewer you think like a consultant.

******* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’ ******

Solamere hotels have seen a decline in occupancy rates and they want to understand why, and what they
can do about it. I would break this problem into two parts – first, a diagnostic one: what is causing the
decline? We know that our competitors are doing fine, so it’s not an industry-‐wide problem. Second, a
design one: how can we fix it?

To diagnose the problem, I want to understand:

A. Costs to our guests:
a. Has our price to guests changed recently?
b. What about the price of amenities, such as food and drinks?
c. How does this price compare to other luxury hotels?
d. Are other hotels offering discounts?

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B. Guest experience in the hotels – what has changed, and what are competitors doing with:
a. Building – are there luxurious lobbies that the guests see when they first enter? Is the outside
of the hotel up to our guests’ expectations? We know these are luxury hotels, so guest
expectations are probably high.
b. The room experience – are we still providing top quality furnishings, soaps, etc. to guests?
c. The food and drink experience – have our options changed? Has the quality changed?
d. Other experiences – do our hotels have concierges to help guests get restaurant and event
reservations?

C. Marketing and acquiring guests:
a. How is our client finding its guests today?
b. Has anything changed?
c. Is our client advertising online?
d. Is our client partnering with travel agencies or car rental firms?

D. Other external factors:
a. Is our client having problems with attracting guests because of crime or terrorism?
b. Is our client facing new competitors, such as AIRBNB?
c. Are the travel habits of our client’s customers changing?

Then, depending on what we find out, I want to look for growth strategies across the same dimensions:
A. Costs to our guests:

a. Could we offer guests discounts to increase our occupancy rates?
b. How would this affect our overall revenues and profitability?

B. Guest experience in the hotels -‐ Can we improve our guest experience to make our hotels more
desirable to our guests by:
a. Building: Would improving the external building or offering more amenities in the lobby
increase the satisfaction of our guests, and in turn, make them more likely to stay at
Solamere properties?
b. Room: Do our rooms need a refresh? Are there new amenities that we can offer to our
guests?
c. Food and drink: Can we provide additional food and beverage options to our guests to
attract more?
d. Other experiences: Can our hotels partner with local entertainment firms and restaurants to
offer guests a better experience in the city?

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C. Marketing and acquiring guests:
a. Increasing amount of advertising – what would be the impact of increasing the amount of
advertising that Solamere is currently doing?
b. Changing the type of advertising – are there new advertising methods that we could use?
Are we advertising online?
c. Tracking guests through a loyalty program – could we give guests who stay at our properties
rewards to encourage them to return?

******* OTHER ANSWERS ******
Other acceptable factors would be structuring your answer to look at:
-‐Competition – what are the best practices of other luxury hotels?
-‐Customers – how are our customers’ preferences changing?
-‐Industry trends – what is changing in the broader hospitality industry?
The best way to score your own answer on a structuring problem as you complete this practice case is: if
you had 90% or more of the above factors, and your answer was organized and succinct, you likely
scored a ‘3’.
Score 2 -‐ If your answer had between 66% and 90% of the factors in the sample answer above, your
answer was likely a ‘2’ – or Strong.
answer was likely a ‘1’ – or Below the bar.

Score 0 -‐ If your answer had less than 50% of the above factors, your answer was likely a ‘0’ – or Clearly
Below the bar.
Your interviewer will also be grading you on how succinct you are and how effective you are as a
communicator. This will affect your score. For example, if you had 100% of the above factors, but you
took 5 minutes to explain your answer, and jumped around between categories, you would not get a ‘3’
– even though you addressed all of the right factors. Jumping around between categories, or repeating
factors can turn a ‘3’ answer into a ‘0’.
Likewise, if you provided only 60% of the above answers but did so in a succinct, organized manner, your
interviewer may bump the score for your answer up to a ‘2’.

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2. Based on this information, what effect has the drop in occupancy rates had on Solamere’s
daily profitability?
This is a straightforward quantitative question that requires basic algebra. The trick is to round numbers.
Most important, as for all quantitative questions, tell your interviewer the implications of your answer.

Region Average number of Revenue per Variable costs Average number of
occupied rooms 2 occupied room per room occupied rooms today
years ago
Northern 810 €249 €99 730
Central 1230 €296 €101 990
Southern 1020 €351 €100 1000

To calculate the impact on profit, we can compare the reduction in revenue in each of the three regions,
LESS the reduction in variable costs.
For the Northern region, there were 80 fewer rooms (810 rooms 2 years ago – 730 rooms today), at
~€250 per room – or a decline of ~€20,000 in revenue. In the Central region, 240 fewer rooms at ~€300
per room for a loss of ~€72,000. In the Southern region, there were 20 fewer rooms – at €350 each, so
€7,000.

In total, the decline in occupancy has reduced revenues by ~ €100,000 per night (rounding from €99,000
is fine). However, variable costs are also reduced. Variable costs are about the same across each region -‐
€100 per room – and there were ~340 fewer rooms in total. That means we can reduce the impact on
profitability to our client by €100 * 340, or €34,000 per night, leaving a net impact on profitability of
€66,000 per night.
Implications: That is a significant decline in profitability – about €24 million per year. But it’s worth
noting that the Southern region had almost no drop in occupancy. And more than 70% of the drop was
from the Central region. Are there lessons that the other two regions can learn from what the southern
region is doing to keep their occupancy rates high?
For a quantitative question, you likely scored a ‘3’ if you did three thing:. (A) you solved the math
correctly; (B) you identified the implications of the quantitative answer and told your interviewer before
they asked you; and (C) you communicated in a succinct, organized manner.

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To score your own answer, you can assign a point for each of the above criteria.

Did you correctly solve the math question? – Add 1 point.

Did you identify the implications of the math answer? – Add 1 point.
Did you communicate your answer in an organized, succinct manner? – Add 1 point.
Combine the number of points you have to get your score.
3. How much would the occupancy rate in the Southern region have to change to offset the losses
from the drop in occupancy from the Northern and Central regions?
We can use the information we learned in the first math problem to solve this one. Note – don’t worry
about compounding percentage increases for these types of questions. The goal is to make it simple, not
complicated.
First, I want to calculate the losses from the Northern and Central regions. Our client is losing €61,000
per night from those two regions (80 rooms * ~€250 per room + 240 rooms * ~€300 per room)-‐(320
rooms & ~€100 in variable costs) = ~€60,000.

To offset these losses, when Southern occupancy increases by 1%, we have 10 more rooms filled, at €350
per room, less the €1000 variable costs (10 rooms X €100 per room) for a net impact of +€2500.
We need to make up €60,000, and €60,000/€2500 = 24 – so if we increase the occupancy of the Southern
Region by 24%, we would make up for the losses in the other two regions.
Implications: However, this would be a significant increase in occupancy, and it’s unclear whether this is
possible. If our occupancy in the southern region was close to 90%, it would be impossible to increase the
occupancy by another 24 percentage points without building more capacity, and that would lead to more
costs.
What our client may be able to do is increase the rates for these rooms. If the Southern Region could
charge higher rates as occupancy increased, that would increase revenues, and make up for losses in
other regions.
For a quantitative question, you likely scored a ‘3’ if you did three things: (A) you solved the math

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4. What can you conclude from [customer survey]?
This is an insight and creativity question that offers an opportunity to impress the interviewer on your
ability to think outside the box, while communicating in a structured manner.

A general rule for this type of question – “what can you conclude from this data,” (as opposed to “what is
the quantitative answer based on this data”) – is that there is something counterintuitive in the data.
Your interviewer is unlikely to present you a chart showing revenues increasing, and the key takeaway is
that: “revenues increased.”
The counterintuitive takeaway from this data was that while only 13% of customers surveyed cared
about partnerships with car rental firms, that 13% could represent the Solamere guests who are no
longer staying at our client’s hotels.
For these questions, it is fine to ask for 30 seconds to review the data. Write down your conclusions as
you review the data, then organize them with a governing thought before giving your answer.


I have four takeaways from this data and a hypothesis I would like to examine.
First, it seems like there are tiers of luxury, and Tagg hotels are perceived to be at a higher tier than our
client. Guests perceive Tagg to be a more luxurious experience, have better locations, AND be less cost
competitive – which strengthens the idea that their hotels are more luxurious than our client’s. We want
to keep this in mind if we think our strategy to increase growth is to increase the luxury experience –
Tagg already beats our client.
Second, guests prioritize food and location, with the luxurious experience also being important and
potentially a subset of the first two categories. Our client leads in none of these categories and is at a
disadvantage to the two competitors.
Third, the category that our client leads in – price competitiveness – is only prioritized by half of
surveyed guests, and may not be important to guests looking for luxury hotels. This would suggest to me
that our problem is unlikely to be that our prices are too high.

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Fourth, while only 13 percent of surveyed guests cared about partnerships with car rental firms and
travel agencies, our client is WAY behind in this category. I suspect we are not partnering with other
firms at all, and if we are, our guests are unaware.
This is only valued by a fraction of guests. However, my hypothesis is that because this is the category
where there is a clear separation, this is driving customers away from our hotel. What we would need to
find out to prove or disprove this hypothesis is: who are the 13% who care about this category? Are they
former Solamere customers?
For creativity questions, there is no single right answer. Any of the following insights would be also be
acceptable and could lead to a ‘3’ score:
-‐Competitor Willard has a unique value proposition by providing great food, yet still not being
considered a luxurious property – what is driving the disconnect, and what can our client learn?
-‐Because our client is considered more cost competitive, could we target lower income – non /
luxury customers? Would that damage our brand?
-‐Could we advertise to customers currently choosing Willard hotels that Solamere hotels are in
better locations? We strongly beat Willard in guest perception and this is valued by many guests.
To score your creativity answer:

Score 3 -‐ If you had at least four of the above insights, and your answer was succinct and organized,
score a ‘3’.
Score 2 -‐ If you had three of the above insights, score a ‘2’.
Score 1 -‐ If you had two of the above insights, score a ‘1’.
Score 0 -‐ If you had one or fewer of the above insights, score a ‘0’.
5. What are the factors that Solamere should consider when deciding which car rental firm – or
multiple firms -‐ Solamere should partner with for a discount for its guests?
In an actual client setting, consultants would help a client answer this question by creating a scorecard
for reviewing car rental firms. Each score card would have factors and a weight for each factor, and
would produce a numerical score to compare options.

An excellent answer would be showing your interviewer that you would operate in the same way.

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When picking a car rental firm to partner with our client, there are four factors that I would want to
evaluate for each of our potential partners. The goal of this partnership would be to give guests an
incentive to choose Solamere hotels.
A. Extent of discount and benefit to our guests

a. Will our guests receive a percentage discount on cars rented?
i. If so, what percentage?
b. How does the discounted rate compare to other options for guests?
c. Will guests receive other amenities such as free GPS service or insurance products?

B. Convenience for our guests
a. Does the firm have facilities near our hotels?
b. Would the firm provide transportation from our hotels to the car rental facilities?
c. Could they transport guests to the airports?
d. Are our guests familiar with the car rental firm and would they be comfortable renting
cars from that firm?

C. Quality of cars available
a. Our guests are luxury customers – does the car rental firm provide access to luxury cars?
b. Is there a wide array of car options for customers?

D. Likelihood firm will drive customers to Solamere hotels
a. Will our guests be excited about this partnership?
b. Is the car rental firm a reputable firm that would drive guests to stay in Solamere hotels?
c. Does the car rental firm have partnerships with any of our competitors? If so, how can
we be assured they will drive customers to our hotels instead of to our competitors’?
Of these factors, ‘A’ is the most important and would have the most weight in our decision-‐making
criteria.
Other acceptable factors would be structuring your answer to look at:
-‐Brand strength of the rental car firm
-‐Trustworthiness / reliability of the rental car firm
-‐Impact on Solamere’s brand
-‐What rental car firms firms the competitor hotels are partnered with

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The best way to score your own answer on a structuring problem as you complete this practice case is: if
you had 90% or more of the above factors, and your answer was organized and succinct, you likely
scored a ‘3’.
answer was likely a ‘2’ – or Strong.
answer was likely a ‘1’ – or Below the bar.
Score 0 -‐ If your answer had less than 50% of the above factors, your answer was likely a ‘0’ – or Clearly
Below the bar.
Your interviewer will also be grading you on how succinct you are and how effective you are as a
communicator. This will affect your score. For example, if you had 100% of the above factors, but you
took 5 minutes to explain your answer, and jumped around between categories, you would not get a ‘3’
– even though you addressed all of the right factors. Jumping around between categories, or repeating
factors can turn a ‘3’ answer into a ‘0’.
Likewise, if you provided only 60% of the above answers but did so in a succinct, organized manner, your
interviewer may bump the score for your answer up to a ‘2’.
6. Which of these deals do you think would be best for our client?
Any of these options could reasonably be the ‘best’ for our client. What is important is that you pick an
answer that you can defend with data from the case.
What you DON’T want to do is overly hedge and say, “we do not have enough information to know
which of these is the best,” or “all of these have some strong points but we need more data before
selecting the best answer.”
Be decisive. Frame things in terms of a hypothesis. Be willing to defend your answer if the interviewer
pushes back to test your convictions, which they likely will.

My hypothesis is that choice C would be the best offer for our client to pursue.

What we are trying to do is increase Solamere hotels’ occupancy rates, and I believe that choice C would
best help with that for these three rationale:

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A. Convenience matters to our customers
a. Based on our customer survey, we know that 79 percent of luxury customers find it
important that hotel locations are near desirable city sights. This suggests they care
about convenience. If Solamere guests had free transportation to and from the airport,
and could pick up rental cars at our hotel, that would provide convenience.

B. Our customers are not very price-‐sensitive
a. Options A & B provide cost savings to our customers. But the savings are relatively small
– 10% in option A. And we know that our customers are staying in luxury hotels and that
only 51% of luxury guests said that the hotel being cost competitive was a priority of
theirs.
b. Further, option B provides additional revenue to our hotel, but our client hired us to
increase occupancy rates, not revenue.

C. Relationship could expand to provide other benefits
a. If the car rental firm is offering transportation to and from the airport, could they
provide additional transportation benefits to our guests? Perhaps transportation to and
from other city sights that are not near our hotel, or to four-‐star restaurants – both of
which we know are important to guests.

To score your answer on this creativity question:
Score 3 – If your answer had at least three rationale, using data from the case, to justify your selection;
Score 2 – If your answer had at two rationale, using data from the case, to justify your selection;
Score 1 – If your answer had at one rationale, using data from the case, to justify your selection;
Score 0 – If your answer had no rationale that used data from the case to justify your selection.
7. What would the net impact be on the Brussels property’s profits if the hotel were able to
recover half of the lost occupancy? What if they recovered all of the lost occupancy?


First, to calculate the impact of this property recovering half of its lost occupancy rate: occupancy
dropped by 16% or 16 rooms per night. Recovering half would mean that we sold 8 additional rooms per
night, and increased rates for all rooms by 16% (rates change by 2X occupancy change).

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Revenue per room was €275, with a new cost of ~€315 per night for all of the 82 rooms (when rounding).
The new revenue per night would be €315 * 82 rooms or ~€26,000 per night.
Before this recovery, the hotel was making €275 while filling 74 rooms, or ~€20,000 per night. We know
that the increase in rooms has led to additional variable costs of €5,000 per night, so there is a net
impact of €1,000 per night (€26,000 per night -‐ €20,000 per night -‐ €5,000 in additional variable costs for
having 80%+ in occupancy).

Second, to calculate the impact of recovering all lost occupancy: revenue will increase from €275 by 30%,
or ~€350 per room, and 90 rooms will be sold. Total revenue will be €31,500, with additional variable
costs of €11,000 per night. New revenue will be €20,500 per night.
The implications of this number are that increasing occupancy not help our profitability because of the
high variable costs. I would want to understand why these increased variable costs are so high for the
client, and what we could do to lower them. If it is not possible to lower the variable costs, I would
suggest the client keep occupancy at its reduced level.
For a quantitative question, you likely scored a ‘3’ if you did three things: (A) you solved the math



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Calculating your final score:
Add up all of your points from the case.
18-‐21 points – clear pass
14-‐17 points – potentially pass
13 points and below – did not pass

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Case Interview

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Case Interview

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© 2016 Victor Cheng

Case 2: Solamere Hotels

1. Introduction and structuring question

What can you conclude from this information?

Solamere’s variable costs change as follows:

75%-­‐80% occupancy = +€3,000 per night in new costs

81%-­‐85% occupancy = +€5,000 per night in new costs

86% + occupancy = +€11,000 per night in new costs

******* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’ ******

A. Costs to our guests:

-­‐Customers – how are our customers’ preferences changing?

******* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’ ******

******* OTHER ANSWERS ******

******* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’ ******

******* OTHER ANSWERS ******

4. What can you conclude from [customer survey]?

******* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’ ******

******* OTHER ANSWERS ******

To score your creativity answer:

A. Extent of discount and benefit to our guests

******* OTHER ANSWERS ******

-­‐Brand strength of the rental car firm

-­‐Trustworthiness / reliability of the rental car firm

-­‐Impact on Solamere’s brand

******* OTHER ANSWERS ******

To score your answer on this creativity question:

******* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’ ******

******* OTHER ANSWERS ******

Calculating your final score:

Add up all of your points from the case.

18-­‐21 points – clear pass

14-­‐17 points – potentially pass

13 points and below – did not pass

Vous aimerez peut-être aussi

75%-‐80% occupancy = +€3,000 per night in new costs

81%-‐85% occupancy = +€5,000 per night in new costs

* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’

-‐Customers – how are our customers’ preferences changing?

* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’

* OTHER ANSWERS

* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’

* OTHER ANSWERS

* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’

* OTHER ANSWERS

* OTHER ANSWERS

-‐Brand strength of the rental car firm

-‐Trustworthiness / reliability of the rental car firm

-‐Impact on Solamere’s brand

* OTHER ANSWERS

* SAMPLE EXCELLENT RESPONSE THAT WOULD SCORE A ‘3’

* OTHER ANSWERS

18-‐21 points – clear pass

14-‐17 points – potentially pass