Cases RCC
Cases RCC
Cases RCC
Introduction
63
P t ti l approachh to
Potential t solving
l i the
th case
Q1. Market Size
Q2. Profitability
Q3. Recommendation (Risks and Other Considerations)
Calculations:
9.4M(50%) = 4.7M subscribers, 4.7 retail customers
S b
Subscription revenue = 4.7M(12
4 M( 2 issues)($3)
)($3) = $169.2M
$ 69 2M
Retail revenue = 4.7M(4 issues)($5) = $94M
Total market size = $169.2M+$94M = $263.2M
Case 4: Major Magazine Publisher
Recommendation
66
P t ti l approachh to
Potential t solving
l i the
th case
Q1. Market Size
Q2. Profitability
Q3. Recommendation (Risks and Other Considerations)
Calculations:
Potential revenue for client = 5%($262
5%($262.2M)
2M) = $13
$13.16M
16M
Case 4: Major Magazine Publisher
Recommendation
67
The client should move forward with the launch of the new magazine
magazine. We expect to get $13
$13.6M
6M in
revenue per year, which is higher than the stated goal of $10M per year.
Recommendation
Costs need to be less than $3.6M. Costs can include fixed cost for a new manufacturing plant, R&D
for new topic, etc..
Need to consider cannibalization of Finance magazine revenues - may be targeting the same
Risks audience/have content overlap.
y g for client mayy be able to be achieved byy adding
Cost synergies g another magazine
g to the portfolio.
p
Synergies may include manufacturing, marketing and distribution.
Case 5: Tulsa Hotel - OK or not OK?
Introduction
68
On weekends Tulsa has 600 visitors/day and 50% stay in our hotel
(The rest stay with friends/family, or at small bed and breakfasts)
Profitability Question
Should our client make the investment? (Do not remind interviewee that the client plans to invest $20M, or that they expect an
ROI of 20% over three years, this information was given up front and should be remembered)
Now instruct the interviewee to disregard the numbers given in question 1 and use only the information given in the following question:
Suppose that on each weekend day, 100 rooms are occupied at a group rate of $100, and 300 individual rooms are occupied at a rate
of $150.
$150 On each weekday,
weekday 200 rooms are occupied at the group rate
rate, and 200 at the individual rate.
rate There are 500 rooms in the
hotel. It costs the hotel $30/room/night for each occupied room.
What is the average revenue per customer per day for any day of the week? Round your answer to the nearest 10 dollars (e.g., if the
room rate is $147, round your answer to $150)
Suggested Solution
Strategy Question
Now suppose that our client would like to increase revenues at the hotel. What would be some ways that they could accomplish this?
Assume that costs are held constant.
Suggested responses
The goall iis to b
Th brainstorm
i id
ideas to iincrease revenues. PPushh iinterviewee
i to provide
id as many id
ideas as possible.
ibl
Answers might include:
Increasing room price, perhaps positioning hotel as a luxury destination
Partnering with a local convention center to attract large groups of guests, or building their own conference center
Accommodating wedding receptions or other large social gatherings
Conducting an advertising campaign
campaign- with a travel agency, online, on TV, etc.
Expanding the hotel to accommodate more guests
Opening a restaurant in the hotel, or adding additional dining options if interviewee assumed there was already a restaurant
Our client should acquire the hotel because its projected profits exceed the expected ROI by
$21M.
However, if the $20M investment could be used for another project with an even higher ROI, the
other project should be prioritized ahead of this one. ( Bonus answer!)
Recommendation Our client should also launch the advertising campaign because the required additional 15 guests
per night
p g to breakeven seems reasonable. Some other options p to increase revenues might
g include
partnering with a conference center or contracting with a travel agent to attract additional guests.
P bl statement
Problem t t t narrative
ti
Our client is a private equity firm which has invested in FoodCo, a family-owned $19M branded frozen ethnic foods manufacturer
operating out of the Northeast. They would like our help to determine how FoodCo can triple their profitability over the next 2 years.
B i t
Brainstorming
i ideas
id for
f increasing
i i Profitability
P fit bilit
The candidate should present a framework to tackle the problem.
Revenues
• Price: we don’t have any flexibility; benchmarking has determined that the ideal price is being charged to customers.
• Revenue Streams: For the purposes of this case assume that we produce ethnic food sold in “cups” e.g. a cup of noodles. This is the sole
revenue generating stream.
• Quantity
• Increasing this and expanding is an option,
option but what are the implications?
• We can’t build more operations centers. “We know that there is a lot of unmet demand but we are extremely capital
constrained and can’t look to increase production by opening a new plant.”
• Other ideas
• Expanding nationally through retail and food service channels
• Expanding into new products, customers, and channels – organically or through acquisitions
Point the interviewee towards efficiency gains through cutting costs
Costs
• Have the interviewee brainstorm a list. These could include food materials, storage (including refrigeration), logistics, labor, and
packing materials
• Once
O the
th candidate
did t comes up with ith a preliminary
li i lilistt off costs,
t say th
thatt our tteam ffound
d th
thatt a majority
j it off costs
t could
ld b
be categorized
t i d into
i t
four areas: Labor (50%), Equipment (25%), Administrative (20%) and Other (5%)
• Ask them which area they would target to find savings. This should point to labor as is this more controllable and an unusually
large cost driver for this type of business. Show the following chart.
Case 7: FoodCo
Profitability enhancement
83
B
Bonus
You may want to push the candidate here if they don’t realize this -- efficiency savings translate into higher production volumes. Ask them
to calculate what this increase would be and how it translates to revenues. For simplicity assume that all savings (in percentage terms)
translate directly to the same % increase in volume (e.g.17%).
Revenue Growth = $19M * 1.17 = $22.23M
Wrap-up
Ask for the overall recommendation. Sample:
B reducing
By d i repair i time
i through
h h training
i i andd equipment
i reconfiguration,
fi i we can b bothh reduce
d costs and
d grow revenues bby 17%
17%. Af
After the
h
$500K investment, this means a total of roughly $7M profitability. This is not enough to reach the two year target, so we would have to
look at other sources/options for growth and expansion.
Case 5: Tulsa Hotel - OK or not OK?
Introduction
68
On weekends Tulsa has 600 visitors/day and 50% stay in our hotel
(The rest stay with friends/family, or at small bed and breakfasts)
Profitability Question
Should our client make the investment? (Do not remind interviewee that the client plans to invest $20M, or that they expect an
ROI of 20% over three years, this information was given up front and should be remembered)
Now instruct the interviewee to disregard the numbers given in question 1 and use only the information given in the following question:
Suppose that on each weekend day, 100 rooms are occupied at a group rate of $100, and 300 individual rooms are occupied at a rate
of $150.
$150 On each weekday,
weekday 200 rooms are occupied at the group rate
rate, and 200 at the individual rate.
rate There are 500 rooms in the
hotel. It costs the hotel $30/room/night for each occupied room.
What is the average revenue per customer per day for any day of the week? Round your answer to the nearest 10 dollars (e.g., if the
room rate is $147, round your answer to $150)
Suggested Solution
Strategy Question
Now suppose that our client would like to increase revenues at the hotel. What would be some ways that they could accomplish this?
Assume that costs are held constant.
Suggested responses
The goall iis to b
Th brainstorm
i id
ideas to iincrease revenues. PPushh iinterviewee
i to provide
id as many id
ideas as possible.
ibl
Answers might include:
Increasing room price, perhaps positioning hotel as a luxury destination
Partnering with a local convention center to attract large groups of guests, or building their own conference center
Accommodating wedding receptions or other large social gatherings
Conducting an advertising campaign
campaign- with a travel agency, online, on TV, etc.
Expanding the hotel to accommodate more guests
Opening a restaurant in the hotel, or adding additional dining options if interviewee assumed there was already a restaurant
Our client should acquire the hotel because its projected profits exceed the expected ROI by
$21M.
However, if the $20M investment could be used for another project with an even higher ROI, the
other project should be prioritized ahead of this one. ( Bonus answer!)
Recommendation Our client should also launch the advertising campaign because the required additional 15 guests
per night
p g to breakeven seems reasonable. Some other options p to increase revenues might
g include
partnering with a conference center or contracting with a travel agent to attract additional guests.
P bl statement
Problem t t t narrative
ti
Our client is a private equity firm which has invested in FoodCo, a family-owned $19M branded frozen ethnic foods manufacturer
operating out of the Northeast. They would like our help to determine how FoodCo can triple their profitability over the next 2 years.
B i t
Brainstorming
i ideas
id for
f increasing
i i Profitability
P fit bilit
The candidate should present a framework to tackle the problem.
Revenues
• Price: we don’t have any flexibility; benchmarking has determined that the ideal price is being charged to customers.
• Revenue Streams: For the purposes of this case assume that we produce ethnic food sold in “cups” e.g. a cup of noodles. This is the sole
revenue generating stream.
• Quantity
• Increasing this and expanding is an option,
option but what are the implications?
• We can’t build more operations centers. “We know that there is a lot of unmet demand but we are extremely capital
constrained and can’t look to increase production by opening a new plant.”
• Other ideas
• Expanding nationally through retail and food service channels
• Expanding into new products, customers, and channels – organically or through acquisitions
Point the interviewee towards efficiency gains through cutting costs
Costs
• Have the interviewee brainstorm a list. These could include food materials, storage (including refrigeration), logistics, labor, and
packing materials
• Once
O the
th candidate
did t comes up with ith a preliminary
li i lilistt off costs,
t say th
thatt our tteam ffound
d th
thatt a majority
j it off costs
t could
ld b
be categorized
t i d into
i t
four areas: Labor (50%), Equipment (25%), Administrative (20%) and Other (5%)
• Ask them which area they would target to find savings. This should point to labor as is this more controllable and an unusually
large cost driver for this type of business. Show the following chart.
Case 7: FoodCo
Profitability enhancement
83
B
Bonus
You may want to push the candidate here if they don’t realize this -- efficiency savings translate into higher production volumes. Ask them
to calculate what this increase would be and how it translates to revenues. For simplicity assume that all savings (in percentage terms)
translate directly to the same % increase in volume (e.g.17%).
Revenue Growth = $19M * 1.17 = $22.23M
Wrap-up
Ask for the overall recommendation. Sample:
B reducing
By d i repair i time
i through
h h training
i i andd equipment
i reconfiguration,
fi i we can b bothh reduce
d costs and
d grow revenues bby 17%
17%. Af
After the
h
$500K investment, this means a total of roughly $7M profitability. This is not enough to reach the two year target, so we would have to
look at other sources/options for growth and expansion.
Case 26: Plastic World
By: Milija Medic, Edited By: Peter Manoogian (Kellogg Class of ‘12)
Case Question
Our client is a private equity firm interested in PlasticWorld, a plastic packaging manufacturer.
PlasticWorld’s owners are requesting $25M. The offer is final. Should our client buy?
3
Quants.
4
Structure
Industry: Spend first 15 min on fit The case primarily tests the ability to gain insight from
Financial Services quantitative data , value a company and find potential Org. Chg.
Tell me something about Mkt. Share
Level of Difficulty: improvements.. As such, it is a little bit more data-
yourself that is not listed Cust. Stgy
Medium driven than the average case.
on your resume.
The interviewee should focus on the company value as
Case Format: What was the most the recommendation regarding the offer depends on it;
M&A difficult problem you and on feasibility of identified profit-improving changes.
Concepts Tested: solved in your previous The interviewee should be able to come up with the key
- Organizational job, business-wise? improvements if (s)he invests some effort in
changes understanding the price drop and its relationship to the
- Market share sales force incentives; as well as the innovation-related
- Customer strategy costs from the pressure from the customers and how to
push back.
-10 -5 0 5 10 15
Competitor A
Competitor B
Competitor C
Competitor D
Competitor E
Competitor F
PlasticWorld
50
45
company valuation [$M]
40
35
30
25
20
15
10
5
0
-10 -5 0 5 10 15
profit margin [%]
Case Question
Our client is a zoo that is thinking about acquiring a famous zebra from an African preserve.
It’s a huge investment, but they believe the new zebra would be a great contribution to their animal community. You have
been engaged to help decide whether this is a good idea. What would you consider when trying to help your client make
7
this decision? Quants.
5
Structure
Industry: Spend first 15 min on fit Even though the client is a Zoo, we're undertaking a
Financial Services similar process to what is done when underwriting an Invest.
Describe a recent B/E
insurance policy. The case evaluates basic concepts, but
Level of Difficulty: unpopular decision you Basic NPV
involves many calculations and use of financial and
Medium made. What was the
assessment techniques.
result?
Case Format: Key case objectives:
M&A Tell me about a 1. Investment Valuation – Walk through the
Concepts Tested: successful business valuation process for an asset
relationship you built 2. Breakeven Analysis – Determine the revenue
- Investments
with a client, boss, or increase needed for a positive NPV
- Break-even Analysis peer in your previous 3. Risk Assessment – Should the zoo should use an
- Basic NPV job. insurance contract to hedge downside risk?
Rounding numbers is generally okay but should not be
done to the extreme as it will alter the results
American beauty company is, as the name suggests, a high quality beauty products company. They have done very well both in US and
globally and enjoy great brand recognition. One of their major products is hair color. ABC manufactures high quality ‘use at home’ hair
color products. They sell through retail and drugstores, will all manufacturing in-house. They have an 800 number for customer support.
Recently they have been experiencing declining revenues and market shares. The retailers have complained about their products as the
competition Bell International takes over.
over The firm has been called in to advise ABC on what to do.do
Question 1:
How would you start thinking about this problem?
IIts an open ended
d d question.
i There
Th can b
be number
b off ways to approachh this
hi problem.
bl C
Crucial
i l here
h iis to llookk at the
h bi
big picture
i and
d come
up with three or four major areas that you would like to explore given this specific product, industry and the situation. Do not get caught in
the profitability trap due to mention of declining revenues.
A good answer would include following: Customer
Product Target market segment(s)
Attributes B d loyalty
Brand l lt
Ease of use Price sensitivity
Value proposition Important attributes
Price Typical customer behavior. What they like / dislike about
Benchmark against competition our product
& your value proposition Buying habits
Market share and trends Distribution channel
Distribution network
Shelf space & positioning relative to competitors
Share of distribution network compared to competitors
Case 14: American Beauty Company
Question 2 and 3
124
Question 2: One of their biggest market segments is 18 – 55 yrs old women. But their share has been declining
recently Why do you think this might be happening? How would you approach this issue?
recently.
There might be a number of issues here. You could suggest doing a market research to break down the issue into brand awareness, trial %
and re-trial and acceptance %, access (distribution) to figure out which one of these may be critical for ABC. You can also suggest
benchmarking against competitor products.
Question 3: Using the data below, what sales are required for ABC to have 50% of the women’s market in 2 years?
It will be good to point out that based on this data looks like their biggest segment, women, is maturing fast.
Total Women’s
Women s Mkt in 2 yrs = 800 * (1.05)
(1.05)^22 = 882
50% mkt share = 441
Case 14: American Beauty Company
Question 4
125
Question 4: What is the dollar market share for ABC currently? What will the mkt share be in 2 yrs?
You will need to ask for the current and future mkt share data. Current mkt share is as below. Assume they keep the same mkt share in 2
yrs.
It will be g
good to notice that ABC has quite
q low penetration
p rates in men’s segment.
g
ABC’s current $ mkt share = .5 * 800 + 0.1 * 200 + 0.3 *100 = 400 + 20 + 30 = 450
Total mkt in 2 yrs = 800 * (1.05^2) + 200 * (1.2^2) + 100 *(1.1^2 )= 882 + 288 + 121 = 1291
ABC’s mkt share in 2 yrs = 441 + 28.8 + 36.3 = 506.1
Mkt share % = 506.1 / 1291= 39.2%
Case 14: American Beauty Company
Question 5
126
Question 5: The team also did a customer brand awareness and perception survey in the 18 – 55 yrs women segment
f ABC b
for benchmarking
h ki itits products
d t against
i t th
the competitor
tit BBell.
ll Th
The results
lt off th
the survey are in
i th
the table
t bl bbelow.
l Wh
Whatt
do you notice and what do you suggest ABC can do about it?
Survey 1: Brand awareness, 18 – 55 yrs, Women
Bell users 80% know about ABC
Non users 40% know about ABC, 60% know about Bell
ABC users 95% know about Bell
You can see from the results of both the surveys that despite its high quality and brand recognition, the competitor Bell fares better
amongst customers in both dimensions whether users or non users.
ABC should focus on improving its brand awareness and perception of quality. For brand awareness, they have to focus on advertising. To
improve its perception of quality, they should invest in promotions, joint marketing efforts with retailers to push their product and trials.
Case 14: American Beauty Company
Recommendation
127
Difficulty level: 3
Problem Statement
Your client is Wilson Tire, located between Montreal and Toronto on the 407 highway.
Mr. Wilson is attempting to size the market for snow tires in Montreal. Help Mr. Wilson
estimate the total market size and how many purchases might be made each year.
Potential Framework
1. This question might begin with an estimation of the total population of Montreal. This
total might include a student vs. full-time resident population.
2. Next, a person might consider number of cars per household or number of cars per
student. It might also be a good idea to consider the types of cars that will require
snow tires (i.e., 4-wheel drive might not require tires)
3. Special consideration might be given to students. For example, some students may
buy their tires out-of-state.
4. Finally, consider how often people install tires on their car and how many snow tires
people buy (2 or 4).
Suggested Solution
Candidate: I’d like to start by estimating the total population of Montreal, and
segmenting this into students and full-time residents.
I would say the population of Montreal is approximately 2 million. Since Montreal is
known to be a university town, I would say 30% of these are students. This makes 0.6M
students, and 1.4M full-time residents.
Interviewer: That sounds about right. What next?
Candidate: Well, since some cars are 4 wheel drives, not all of the cars above will
require snow tires. Since Montreal is known to have harsh, snowy winters, I think the % of 4
wheel drives would be higher, approximately 20%. This leaves 96,000 student cars and
800,000 household cars that would require snow tires
Candidate: Yes, I would look at how often people replace their snow tires. I know from
personal experience that the average is usually 3 years, depending on mileage. I would also
want to look at the number of snow tires consumers usually buy. However, I know that in
Montreal, cars are required to have 4 snow tires.
Candidate: Since I’ve determined the number of cars needing snow tires in Montreal to
be 840,000, and the number of tires to be 4, it would be approximately 3.40 million. Dividing
this number by 3 (as tires are only replaced every 3 years) would give a market size of 1.13
million tires per year.
Difficulty level: 4
Problem Statement
How many people have you interacted with over the last year?
Suggested Solution
Break into manageable subcategories and estimate them separately.
1. McGill – almost 10,000 students, faculty and admin, assume I interact with 5%, so
say 500.
2. Social Settings – Events occur once or twice per week, more around the holidays, so
say 100 events per year. The average number of people is on the order of 10 per
event. Same people at different events, assume I see the average person 4 times.
100 events * 10 people / 4 times = 250 people. Maybe 50 of these people are also at
McGill, so round down to 200 people.
3. Everyday activities – dry cleaner, supermarket, favourite pizza place, post office, etc.
I typically interact with a cashier and server, so assume 2 interactions per visit.
Assume 3 errands or visits per day = 20 locations per week, average visit interval is
once every two weeks, so there are 40 unique locations * 2 interactions = 80 people.
Round up to 100 to account for my neighbours, doorman, my doctor, dentist, and
other people I see over and over.
4. Random meetings – people who stop you to ask for directions, people you talk to on
the subway and people who attempt to steal your laptop or wallet - assume 2 people
per week or 100 annually.
5. Other meetings – people you meet on vacation, at sporting events, shows, etc.
Assume 50 people.
6. Total number of people in a year = 500 + 200 + 100 + 100 + 50 = approximately
1,000
Tips
Only count each unique person once (students who neglect this detail might come up
with ridiculous answers like 13,000).
!