IIM Calcutta CaseBook 2023-24

PRESENTS
CASE BOOK
2023-24
ISSUE DETAILS AND COPYRIGHT
Edition 4
Case Book, Consult Club, IIM Calcutta
Notice:
No part of this publication may be reproduced in any form without prior consent of the Consult Club of IIM Calcutta.
©2023, Consult Club, IIM Calcutta

All rights reserved
Edition 3: September 2022

Edition 4: September 2023
2
FOREWORD
Greetings!
The Consult Club of IIM Calcutta is delighted to present the fourth edition of the IIM C Casebook. The purpose of this book is to better equip students, with a
keen interest in pursuing a career in the field of management consulting, with the different types of cases asked during the recruitment process in both
summer and final placements. In this edition, we have completely overhauled the existing cases and industry reports as well as introduced multiple new cases
across the 6 case types
This casebook is a concise guide to developing the essential analytical approach to solving cases that is sought by most recruiting firms. It has been curated
with utmost care with inputs from the 59th and earlier batches and includes a collection of cases in the final interviews and in the buddy programs of various
firms.
We are sharing this casebook on public domains to assist students with their preparation. Please note that this is meant to supplement the excellent work
done by our and other schools in earlier casebooks and interview experience compendia, so we strongly encourage you to not make this your sole reference.
We hope you enjoy reading this book and practicing cases with your peers. The process is just as fun as the destination!
Godspeed.
Regards,
Consult Club
IIM Calcutta
3
ACKNOWLEDGEMENT
Dear Reader,
We would like to take this opportunity to express our gratitude to all the people who have supported us by sharing their cases which has encouraged us to
prepare this comprehensive consulting preparation resource for all the past and present batches.
In particular – we are extremely grateful to the following students who have actively contributed to preparing this casebook:
• 59th Batch: Ruchi Mehta, Tusita, Anuja Jain, Shounak Bhattacharya, Sneha Choudhary, Chiraag Thakur, Lucky Daga
• 60th Batch: Harsh Parekh, Parth Kaushik, Saumil Nagpal, Sanskar Sarawagi, Jayshree Poddar
• Consult Club Core Team: Shubham Garg, Sree Sahithi, Apoorva Singh, Amogh Zare, Nimisha Pandey, Siddhant Dasgupta, Shruti Dash, Prajwal Umathe
Without the proactive contribution of all of the above and the support of many other PGP2s in sharing their cases as well as giving valuable inputs in both
casebook and industry report, none of this would have been possible.
Last but not the least, we would also like to thank 58th and all the previous batches who had created a wonderful base for us from where we could take this
casebook forward.
Regards,
Consult Club,
IIM Calcutta
4
HOW TO USE THIS BOOK
Dear Reader,
In lieu of the upcoming summer placements for the 60th Batch, we have put together this concise guide to different types of cases that are asked during the
course of the selection process of various consulting firms. Apart from the different types of frameworks used, we have selected a bunch of cases that were
asked to the previous batches during their buddy calls and final interviews with various firms.
Before you dive into the vast pool of literature available to you in the form of casebooks, we urge you to make a note of the following:
• Do not memorize frameworks: Frameworks used in specific types of cases are mere guidelines and tools to enable you to think. Keep in mind that they
are not necessarily applicable in every situation as the interviewer might also test your ability to think on your feet.
• Work in non-homogenous groups: In order to maximize your learning when practicing cases, we urge you to work with groups of different people to
consider different aspects and points of view of the problem statement. We suggest the reader should use the interview transcripts in this casebook to set
up a case in groups of at least 2. An observer may keep note of hygiene factors.
• Structure is key: Always be MECE (Mutually Exclusive Collectively Exhaustive) when it comes to structuring your thoughts. Be exhaustive and list down all
possible alternatives under any scenario before the interviewer leads you in a particular direction.
We wish you all the best for your placements and hope you land a job of your choice. Feel free to reach out to us in case you require any assistance.
Regards,
Consult Club,
IIM Calcutta
5
CONTENTS
S. No Particulars Page No. S. No Particulars Page No.
1 The Case Interview Process 2.8 Iron & Steel 26
1.1 What is a Case Interview? 10 2.9 IT & ITES 27
1.2 Case Interview Format 11 2.10 Metals & Mining 28
1.3 Fit Questions 12 2.11 Oil & Gas 29
1.4 Clarifying Questions 13 2.12 Pharmaceutical 30
1.5 Case Framework 14 2.13 Power 31
1.6 Brainstorming 15 2.14 Telecommunication 32
1.7 Guide to Doing Analysis 16 3 Frameworks
1.8 Conclusion 17 3.1 General Frameworks 34
2 Industry Overview 3.2 Porter's Five Forces 35
2.1 Automobile 19 3.3 Important Matrices 37
2.2 Aviation 20 3.4 Case Themes 40
2.3 Cement 21 4 Profitability
2.4 E-Commerce 22 4.1 Preliminary Questions 42
2.5 Financial Services -All 23 4.2 Basic Framework 43
2.6 Financial Services - Banking Sector 24 4.3 Customer Journey 44
2.7 Fast Moving Consumer Goods 25 4.4 Cost Reduction 45
6
CONTENTS
S. No Particulars Page No. 5 Market Entry
4.5 Declining Revenues 46 5.1 Framework 90
4.6 Case 1: Delhi Metro Network 47 5.2 Case 19: Edible Oil Manufacturer 93
4.7 Case 2: Five Star Hotel 49 5.3 Case 20: Bike Taxi Launch 95
4.8 Case 3: Car Insurance Company 52 5.4 Case 21: Chemical Company 98
4.9 Case 4: Tractor Insurance Provider 54 5.5 Case 22: Ice Cream Franchise 101
4.10 Case 5: Large Insurance Multinational 57 5.6 Case 23: Automobile Manufacturer 103
4.11 Case 6: Beer Manufacturer 60
5.7 Case 24: Contact Lens 107
4.12 Case 7: Kirana Store Owner 62
6 Pricing
4.13 Case 8: Light Bulb Manufacturer 64
6.1 Framework 112
4.14 Case 9: Bakery Shop 66
6.2 Case 25: Korean Fertilizer Manufacturer 113
4.15 Case 10: French Museum 68
6.3 Case 26: Toothbrush Manufacturer 115
4.16 Case 11: BPO Company 70
6.4 Case 27: Teleporting Machine 117
4.17 Case 12: High-End Restaurant 73
4.18 Case 13: Hospital Chain 75 6.5 Case 28: Global Event Pricing 119
4.19 Case 14: Flower Shop 78 6.6 Case 29: Expressway Pricing 121
4.20 Case 15: Thermal Power Plant 80 7 Growth
4.21 Case 16: Hotel Chain- Value Added Services 82 7.1 Framework 125
4.22 Case 17: Resort in Goa 85 7.2 International Expansion 126
4.23 Case 18: Deodorant Company 87 7.3 Case 30: Automobile Parts Manufacturer 127
7
CONTENTS
S. No Particulars Page No. S. No Particulars Page No.
7.4 Case 31: Consulting Firm 129 9 Guesstimates
7.5 Case 32: Flipkart 131 9.1 Framework 169
7.6 Case 33: South African Telecom Operator 134 Guesstimate 1: Monthly residential electricity
9.2 171
7.7 Case 34: Online Travel Aggregator 137 consumption in India
7.8 Case 35: SaaS Firm 139 Guesstimate 2: Daily passengers in Calcutta
9.3 172
airport
7.9 Case 36: Pharmaceutical Industry 141
Guesstimate 3: Estimate the electrical car
8 Unconventional 9.4 173
market size in India/ any city
8.1 Increasing Capacity 144 Guesstimate 4: Total revenue of a fast-food
9.5 174
8.2 Merger & Acquisition 145 chain/restaurant
Guesstimate 5: Number of License Plates in
8.3 Case 37: IT Services 146 9.6 175
Maharashtra
8.4 Case 38: Google MSMEs 148 Guesstimate 6: Number of Dinner Plates in the
8.5 Case 39: Oil Manufacturer 150 9.7 176
State of West Bengal
8.6 Case 40: Consulting Firm 153 Guesstimate 7: Decision Tree- Movie
9.8 177
8.7 Case 41: VC Firm 155 Production House
10 Appendices
8.8 Case 42: Education Ministry 157
Case 43: Ministry of Road Transport and 10.1 A: Guesstimate Statistics 179
8.9 159
Highways 10.2 B: Glossary 180
8.10 Case 44: Ministry of Travel & Tourism 161
8.11 Case 45: Founder of an Analytics Firm 164
8.12 Case 46: Lemonade Stand 166
8
THE CASE INTERVIEW
PROCESS
9
WHAT IS A CASE INTERVIEW?
A case interview is a simplified, condensed version of a complete consulting project. The candidate (interviewee) is in the driver’s seat and is expected to
explore the data and provide solutions to a problem statement that a client gave to the interviewing firm.
IDEAL CANDIDATES
PROBLEM SOLVING ABILITY INTERPERSONAL SKILLS CULTURAL FIT
DEMONSTRATE
The case interview is an example of a real business problem based on your interviewers’ past work experiences. The problems you will encounter are not
designed to be brain teasers, or theoretical problems designed to stump you, but rather to reflect the challenges that our clients face. These real-life examples
allow you to learn more about the type of work we do and the impact we have with our clients.
We believe the following is representative of all firms and are qualities expected in a potential candidate:
➞ The approach you take to solving a problem

➞ How analytical and creative your thinking is
➞ Your usage of data to quantify and make your recommendations
➞ Your communication skills in conveying your ideas
➞ How you would suggest implementing these proposals
10
Source: Bain & Co. (www.bain.com)
CASE INTERVIEW FORMAT
A typical case interview lasts for 20-25 minutes and includes the following components*:
INTRO FIT QUESTIONS CASE INTERVIEW Q&A
3-5 mins 5 mins 10-15 mins 3-5 mins
Clarifying Questions Framework Analysis Brainstorming Conclusion
• Prompt: This is the • Framework: Once you • Most types of cases • After the analysis, the • Summary: Restating the
premise of the case. It are confident that you involve some basic interviewer can ask you facts discussed through
will include some understand the prompt calculations and to brainstorm around the course of the case
background on who the and the context of the guesstimates to come to additional aspects of the • Synthesis: Providing
client is and lay out the case, take roughly 90 a conclusion. Ask problem additional insights and
problem seconds to layout a relevant questions, • Clearly listen to the takeaways from the case
• Clarifying Questions: structure on how to confirm the analysis interviewer and pickup in addition to a quick
Some basic contextual approach the case. Refer with the interviewer cues from the summary
questions to guide your to the Frameworks before identifying any interviewer and think • One can go a step
framework; avoid section to get a better pattern or insights accordingly further and suggest
getting into the nitty- understanding ways to implement the
gritties of the case in solutions provided in the
this stage case, if time permits
11
*Note: While this is usually followed, this format may differ by firm or by interviewer.
Also note, while it is called a Case Interview, often, it is a Case Discussion. Hence, frequent two-way communication is important while you are solving the case
FIT QUESTIONS
While case preparation is key to cracking the interview, consulting firms are also assessing your ability to successfully work with teams and judge
how well you understand their firm and yourself. This is done through customary HR questions such as:
• Your pitch should include: Your past, key positions held, achievements in your career; highlight work experience and/or
Tell me internships focusing on results
about • All answers must include: Relative skills & experiences, key transition points in your career, and a career objective
yourself • Strong answers have: A powerful “hook” – your value proposition that highlights how you have the competencies they desire
in a candidate
Why Firm X • Firm & industry fit: Interviewee should have a deep understanding of a firm’s culture, functional expertise, and working style
or • Industry interest: Interviewee should highlight experiences they want to gain and skills they bring
Consulting • Strong answers have: Structured reasons, and answers tailored to your prior experiences and future aspirations
• Experience / Personal: Interviewee should demonstrate leadership ability, “drive” – taking initiative, and professionalism
Give me an
• CAR: Context / Challenge you faced, the Action that you demonstrated, and the Result of your actions
instance
when… • Strong answers have: Concise response, a learning element if the situation helped you grow, utilizes structure, and engages
the interviewer with energy, emotion, and authenticity
12
CASE INTERVIEW: CLARIFYING QUESTIONS
Clarifying Questions Framework Brainstorming Analysis Conclusion
THE CLARIFYING
PROMPT QUESTIONS Guide to asking preliminary
All case prompts will Clarifying questions should
questions*:
introduce: always be to the point (E.g.:
• Company Premise context on products, core goal
• Industry of the client, revenue The following may be helpful in
• Specific Company Problem generations) asking clarifying questions in a
structured manner:
• 3CP: (Customer, Company,
Most prompts don’t talk about Do not make any assumptions Competitor, Product)
the client’s objective and how unless necessary. Confirm • 7Ps: Start with the 4Ps (Product,
the client is looking to deal with the interviewer before Place, Price, Promotions)
with the problem making any assumption additional 3Ps (Physical
evidence, People, Process) if
required
Thus, it is up to the candidate • 4As (Awareness, Accessibility,
to find out the business Feel free to ask relevant Availability, Affordability)
objective of the client by clarifying questions during the
asking necessary clarifying case discussion Refer Frameworks section for
questions detailed explanation.
13
*Note: This is not a exhaustive list of frameworks. The candidate may ask more questions relevant to the context of the case. In general, a lot of people prefer using 3CP framework as it is concise
CASE INTERVIEW: FRAMEWORK
SAMPLE INTERVIEW
SOLUTION A4 SHEET
Key question in prompt
Sample framework Frameworks provide clarity of thought and helps

Profit
you structure your arguments better*
MANTRA:
Revenue Cost
Notes and MECE: Mutually Exclusive, Collectively Exhaustive
Clarifying • Ensure your framework is as MECE as possible
Answers • Detailed but not lost in the weeds
Price Volume Fixed Variable • Thorough but not wasteful
• Insightful but not presumptive
Market/External Customer/Company
• Competitors • Internal MYTH:
• Government Regulations • Acquisitions • There is one perfect framework for every case
• Industry Trends • Capacity • Frameworks are not important
• Natural Calamity • Value Chain • There is a finite number of frameworks that will
• Consumer Preferences provide answers to every case
Your recommendations
(This is how you are expected to solve your case i.e. in a neat & clean manner)
14
*Note: Different types of case frameworks have been explained in subsequent sections of this book.
**Structuring in this manner will help the interviewer understand and assess your thought process. Candidates can chose a format they are comfortable with.
CASE INTERVIEW: BRAINSTORMING
The key to brainstorming is structure. The candidate should first devise two or more “buckets” or categories to organize one’s thoughts.
Some of the most commonly used categories / buckets to organize your thoughts are given below.
Note: Use one of these categories, especially when you are stuck. It will help you structure your unstructured thoughts
Value Chain Analysis Customer Journey

When conventional frameworks do not help you get to the crux
• Analyze each step of the value chain to identify the root
of the problem, understanding the customer journey can bring
cause of the client’s issue
useful insights. One framework to describe Customer Journey is
• Useful for exploring causes to cost related problems
AIDA – Attention, Interest, Desire, Action (Useful in Sales /
• The entire value chain is described in Profitability -> Cost
Revenue Improvement cases).
Reduction – Value Chain Analysis section
Refer Profitability -> Customer Journey section for one
comprehensive framework
Supply vs Demand Internal vs External
• Internal factors represent any aspect internal to the client’s

• Useful in profitability cases to identify whether the root business (e.g.: products, process, brand, leadership, etc.)
cause of the problem is due to supply push or demand pull • External factors represent those which are beyond the
• Typically used in exploring revenue related problems client’s control (e.g.: competition, government regulations,
market trends, etc.)
15
*Note: This is not an exhaustive list of frameworks. The candidate is encouraged to apply his/her creativity
CASE INTERVIEW: GUIDE TO DOING ANALYSIS
Most cases involve simple arithmetic or guesstimates. Follow these tips to avoid making mistakes:
TIPS FOR SUCCESS
SANITY CHECK MISTAKES SHORTCUTS TALK SO WHAT? PRACTICE
Mistakes are okay. Round-off when Draw necessary

Make sure your Talk it through and Practice until you
You can recover required and inferences from
numbers make sense explain each step are comfortable
from them as long manage your zeroes your numbers and
in the context of the you are doing to doing math in front
as you don’t repeat correctly to avoid tie it back to the
case. your interviewer. of the interviewer.
them. mistakes. case.
16
CASE INTERVIEW: CONCLUSION
Conclude the case in usually one minute and the conclusion may include the following key elements:
Summary STRUCTURING RECOMMENDATIONS

Restate the key facts mentioned in the case and the inferences drawn during the
case
IMPLEMENTATION
DIFFICULT
Recommendation
State the actions that the client should take and cite the key insights in your
⍟
analysis that have helped arrive at the conclusion
Implementation
Highlight the actions the client must take in order to implement the
⍟⍟⍟ ⍟⍟
EASY
recommendation given in the case
E.g.: Establish a value chain in a market entry case that includes Production,
Distribution and Marketing
Risks & Concerns SHORT LONG

TIME
Mention the factors in the case that the client should be aware of that may
impact their business or implementation of a recommendation Feasibility vs Impact is another way of
Note: It should not contradict your overall recommendation structuring recommendations derived from the
case.
17
INDUSTRY OVERVIEW
Note: The following is a non-exhaustive list of commonly tested industries. The interviewer may test the candidate on industries based on his/her prior
experience
18
Automobile Industry
Industry Overview Business Segments Key sectoral data
• Definition: The automobile industry is divided into Automobile Sector Macroeconomic data Segment Sales
majorly four biz. segments of which two-wheelers &
4% 1%
passenger vehicles dominate domestic demand Industry Size $222B 18%
Two Three Commercial Passenger
• Globally, India is the fifth largest automobile market wheelers vehicles vehicles CAGR (2022-27) 9%
wheelers
with annual production of 23M vehicles in FY22.
Leading players Mopeds Passenger Light CV Cars GDP Contribution 7.1%
77%
Scooters Goods Heavy CV Utility Units Produced 23M
Motorcycle Multi-purpose Units Exported 6M 2W PV CV 3W

Two-Wheeler Cos. Four-Wheeler Cos. EVs
Key Drivers Industry Trends & Challenges Recent policy updates & news
Sales Volume Product Mix
Trends Challenges • Schemes such as FAME, CAFÉ-2 & BS-VI launched by
Revenue the Indian Govt. will help promote production &
Financing Services After Sales Service
• Electric Vehicles (EV) • EV adoption commercialization of EVs
Commodities (RM) R&D • The Automotive Mission Plan 2016–2026 (AMP
Cost • Autonomous Driving • AV regulations 2026) seeks to enhance the industry’s contribution to
Distribution Compliance
• In-Car Technologies • Supply chain risks GDP and employment
Fuel Prices Inflation • Shared Mobility • Shifting preferences • After touching peak PV sales (3.4M) in FY19, the
Macro
automobile industry witnessed lows till FY21.
Factors Policy Support Market Sentiment • Industry 4.0 • Emission compliance
However, it has shown recovery signs in FY22 (3.1M)
Value Chain Analysis
Pre-Production During Production Post-Production

R&D RM Inbound Inventory Process Others Outbound Distribution Marketing After-Sales
• Designing • Commoditi • Mode • Conditions • Equipment • Assembly • Mode • Dealer • Advertising • Repair
• Innovation es • Route • Location • Mfg. • Utilities • Route Mgmt. • Insurance • Rentals
• Labour • Technology • Labour • Costs • Quality • Labour • Labour • Salesforce • Financing • Labour
19
Source: IBEF, Invest India
Note: Mfg. refers to Manufacturing
Aviation Industry
• Definition: Aviation industry encompasses domestic Aviation Industry AAI Airports Activity Aviation Governance*
and international air transportation services
Domestic International
(including passenger & cargo) operated by an airline 2M AAI
189M 3 MMT
• India’s aviation sector is 3rd largest in the world in MRO & Ground 11% 62% managed
Airlines Airports 9% 125
terms of handling domestic air-traffic Services
339
Leading players Non-AAI
Aircraft Mfg. Air Traffic Control 89% 91% 39% managed
Other
players Aviation Education Aviation Tech AAI managed airports – Airports Authority Act (1994)
Other airports – Aircraft Act (1934)
Ticket sales Freight services
Trends Challenges • India plans to mandate the use of 1% sustainable
Revenue aviation fuel for domestic airlines by 2025
Routes & Locations Ancillary revenues
• New routes • Price sensitivity • The MCA has launched UDAN 5.1 to enhance
Fuel Costs Airport charges connectivity in remote areas through helicopters
Cost • Consolidation • Traffic congestion
• Both Air India & IndiGo have placed large orders for
Wages MRO costs • Sustainability • Env. concerns aircraft purchase from Airbus and Boeing
Exchange rates Geopolitical factors • Digitalization • Fuel price volatility • On the other hand, GoFirst and SpiceJet are facing
Macro
Factors • Passenger Exp. • Pilot retention insolvency crisis due to different reasons
Tourism trends Govt. policies
• AirIndia to merge subsidiaries & operate two airlines
Value Chain Analysis**
Operational Value Chain Analysis Commercial Value Chain Analysis Support Value Chain Analysis
Flight Ops. Ground Ops. MRO Revenue Distribution Customer Exp. HR Supply Chain Corporate
• Scheduling • Passenger • Maintenance • Fare • Ticketing • Reservation • Pilot / Crew • Procurement • Finance
• Rostering • Baggage • Repairing • Demand • AIS • Boarding • Safety & • Inv. Mgmt. • Legal
• Performance • Ramp • Overhauling Forecast • Ancillary • In-flight security • Fuel • Strategy
• Seat Mgmt. training Dept.
20
Source: IBEF. Note: MRO refers to Maintenance, Repair & Overhaul. AAI: Airports Authority of India, AIS refers to advanced information systems, MCA refers to Ministry of Civil Aviation
*The Aviation Governance pie-chart indicates the total number of airports & airstrips governed by different acts in India, **Other often used method to analyze Aviation Value Chain is to map customer journey
Cement Industry
Industry Overview Process Flow Key sectoral data
• Definition: This industry refers to players involved in Macroeconomic data Cement Demand
Raw
the production, distribution & sale of cement Clinker Cement Packaging
Materials
• India is the second largest cement producer Industry Size (‘22) $143B Rural
worldwide with over 7% of the global installed Raw meal Clinker 23%
Limestone, Cement CAGR (2021-29) 5.5% 29% Urban
heated, grinded w/
capacity clay, etc. packaging
cooled & Gypsum & GDP Contribution 4.5% Infra.
Leading players extracted into bags 23%
calcinated stored in 25%
& mixed to for sending Industry
in Kiln to silos to Top 4 players 75%
form Raw to retailers
remove form
meal / sites Total Capacity* 360MT Rural & urban housing account for
moisture cement
52% of the cement demand
Prices Market demand
Trends Challenges • Adani’s $6.5B acquisition of Ambuja and its
Revenue subsidiary ACC was the largest M&A in Indian infra
Real estate growth Govt. spending
• Cement blending • Lack of support infra. sector.
Raw materials Energy costs • Synergies & M&As – (Adani Group, Ambuja, Input
Cost • Affordable housing • Land acquisition
utilities synergies); (Ultratech, NTPC, input utilities
Transportation Labor costs • Capacity expansion • Env. concerns synergies)
GDP growth rate Urbanization • M&As • Financing constraints • Governmental schemes to grow Indian economy help
Macro
Factors • Carbon neutrality • Commodity prices the cement sector – NIP, NMP, PMAY (Urban /
Exchange rates Interest rates**
Gramin) Smart Cities, AMRUT

• Alternate • Mining • Mode • EOQ • Kiln • Utilities • Fulfilment • Margins • Branding • Support
RMs • Grinding • Route • Handling • Grinding • Waste • Tracking • Efficiency • Pricing • Complaint
• MIxing • Quality • Vendor • JIT • QC • Packaging • Route • Channel • Feedbacks Mgmt.
21
Source: IBEF, Statista, MOSPI, Trading Economics, MaximizeMarketResearch. Note: *MT: Million Tonnes, **Interest rates are an important consideration for cement industry as they impact
financing availability for construction projects, EOQ: Economic Order Quantity, JIT: Just-in-time.
E-Commerce Industry
• Definition: This sector encompasses companies E-Commerce Industry Biz. Models Macroeconomic data Segment Sales
involved in the buying & selling of goods and services
Industry Size $75B 6% Electronics
through electronic platforms, primarily the internet 7%
• India could outpace more mature markets to become Marketplace Model Inventory Led Model 7%
CAGR (2022-30) 21% Apparels
the 3rd largest globally with $350B size by 2030 40%
Zero inventory model Significant inventory GDP Contribution 2.4% Food
Leading players
Marketplace E-Tailers E-Com Sales 10% Jewellery
Players 40%
Involved Internet Economy Payments Infra. Internet Users 780M Others
Marketplace Online Retailers (E-Tail) Logistics & Delivery Internet Economy Players
GMV # transactions
Trends Challenges • Through its ‘Digital India’ campaign, GoI is aiming to
Revenue create a trillion-dollar online economy by 2025
Average order value Seller commissions
• Omnichannel sales • Last mile delivery • Currently, 100% FDI via automatic route is permitted
Fulfillment costs Customer acq. costs in the marketplace model of E-commerce.
Cost • Ancillary revenues • Payment challenges • In Q1’22, PE/VC investments in this sector stood at
Technology infra. Advertising costs
• Geo. expansion • Counterfeit products $2.7B with 47 total deals
Internet penetration Consumer spends • Social commerce • Customer trust • The total volume of wireless internet data usage has
Macro
surged 7 times over since 2018
Factors Payment infra Govt. policies • Personalized exp. • Reverse logistics
• E-com cos. are moving towards subscription model
Supply Chain & Operations Technology & Platform Marketing & Customer Engagement
Procurement Inventory Others Development Products Others Mkt. Research Branding Others
• Suppliers • Warehouse • Order mgmt. • Website/App • Catalog • Gateway • Target mkt. • Identity • SEO / PPC
• Contract • Stocking • Packaging • Front-end • Taxonomy • Cyber-risk • Mkt. trend • Pricing • Cust acq.
• QC • Expiry mgmt. • Shipping • Back-end • Discounts • Subscription • Competitors • Positioning • Loyalty pts.
• Inv. forecast • Monitoring • Reverse logi. • Payments • Reviews • Metrics • Pricing • Product USP • Cust. service
22
Source: IBEF
Note: GMV – Gross Merchandise Value, AOV – Average Order Value,
Financial Services Industry – All
• Definition: This sector encompasses various financial Financial Services Industry Macroeconomic data MF breakdown
institutions & organizations that provide financial
1%
products & services to individuals & businesses Gross Savings / GDP 29.3% 22% Corporates
Capital
• According to GS, India’s stock market is likely to reach Insurance NBFCs Banks
Insurance AUM (’25E) $1T
Markets
$5T surpassing UK to become the 5th largest by 2024 44% HNIs
Leading players MFs Life Asset fin. MF AUM $478B

Commercial Retail
Broking Non-Life Loan cos. & Retail MF Penetration 5-6%
33%
Banks IPO Capital Raised $7B Others
Multi-segment players
IB Industry regulators: RBI, SEBI, IRDAI
Insurance NBFC
Client base AUM
Trends Challenges • GoI has approved 100% FDI for insurance
Revenue intermediaries and increased limit to 74% in
Cross-selling Ancillary fees
• Digitalization • Cybersecurity insurance from the previous 49%
Employee benefits Tech infra. costs • A pilot programme for Central Bank Digital Currency
Cost • Rise of FinTech • NPA management (CBDC) was launched by RBI in November 2022
Rents & Leases Compliance
• Financial inclusion • Debt market liquidity • In September 2021, 8 banks announced that they are
Economic stability Interest rates • Account aggregation • Customer trust expecting to roll out account aggregator framework
Macro
• Key Deals: (HDFC Bank, HDFC); (Piramal Group,
Factors Exchange rates Financial literacy • ESG Focus • Economic volatility
DHFL); (LIC IPO); (Axis Bank, Citi Bank retail business)
Risk mgmt. Investment Settlements Marketing Onboarding Relationship Tech. infra. Compliance HR
• Risk analysis • Financial • Payment • Branding • Prospecting • Cust. • H/W & S/W • Regulations • Workforce
• Underwriting planning processing • Research • Conversion Support mgmt. • Filings planning
• Risk • Portfolio • Trade • Lead • Account • Cross-selling • N/w mgmt. • Audits • Employee
mitigation mgmt. execution generation setup • Loyalty pts. • Data security • AML / KYC. benefits
23
Source: IBEF, Note: GS refers to Goldman Sachs, iB/RB/CB: Investment Banking, Retail Banking, Commercial Banking; MF AUM: Mutual Fund Industry Asset Under Management, AML / KYC
refers to Anti-money laundering & know your customer processes.
Financial Services Industry – Banking Sector
• Definition: A part of the financial services industry Financial Services Industry Macroeconomic data Payment Volume
that is specifically focused on traditional banking 8%
3% UPI P2P
activities such as loans, deposits, fund transfers, etc. Banking (Governed by RBI) Banking Assets $2.7T
4%
• Compared to the world's developed nations, 40% of PSB Share in Assets 60% UPI P2M
43%
the world's total digital transactions happen in India SCBs
Cooperative Financial
Credit Cos. Institutions # ATMs 2.1L Debit Card
Leading players
Public Sector Banks Foreign Banks FinTech Industry $150B 42% Credit Card
SCB
Types Pvt. Sector Banks Cooperative Banks Total # SCBs ~1L Others
Public Sector Banks Private Sector Banks Foreign Banks
Interest Income Investment Gains
Trends Challenges • Around 470M beneficiaries have been banked under
Revenue PMJDY scheme amounting to $21B
Cross-selling ForEx Income
• Mobile Banking & • Capital adequacy & • RBI has launched the RBI Retail Direct Scheme
Employee benefits Marketing costs through which retail investors can now directly invest
Cost Payments other requirements in Government securities
Rents & Leases Compliance
• Rise of FinTech • Loan recovery • Budget 2022 proposed to integrate the Indian post
Monetary policy Systemic risks • Unbanked banking • Frauds & Financial offices into the core banking system
Macro
• NPCI is planning to launch UPI Lite which will provide
Factors Exchange rates Consumer trust • AI & Automation Crimes
offline UPI payments upto Rs. 200
Banking Process Mapping
Pre-service delivery stage Service delivery stage Post-service delivery stage

Research A/c opening Advisory Services A/c mgmt. Cust. support Relationship Resources VAS
• A/c types • Documentati • Goal setting • Deposit / • Mobile • Query • Relationship • Financial • Insurance
• Bank on • Product Withdrawal banking resolution manager education upgrades
comparison • A/c setup & recomm. • Loan / Credit • Credit mgmt. • Compliant • Cross-selling • Account • Exclusive
• FNA activation • Fin. planning • Investment • Invt. tracking handling • Loyalty pts. review benefits
Since the value chain is very similar for banking sector & the entire financial services industry, we have done a banking process mapping which highlights the entire end to end banking process
24
Source: IBEF, Times of India. Note: SCBs – Scheduled Commercial Banks, FNA refers to Financial Needs Assessment which is sometimes an offering of the banks, Invt. Abbreviation for Investment.
FinTech Industry Size is as per 2025 estimates. Payment Volume doesn’t include cash transactions
Fast Moving Consumer Goods (FMCG) Industry
• Definition: The FMCG industry refers to the FMCG Industry Macroeconomic data E-com segments
production, distribution, and sale of often purchased,
non-durable goods such as household products. Industry Size (‘20) $110B
• India's FMCG market grew at 16% in FY21, the fastest F&B
Food & Household & CAGR (2020-27) 28%
seen in the previous nine years Healthcare 40% 30%
Beverages Personal Care
Leading players GDP Contribution 3.5% Health
Internet Users 780M 30%

Trade General Trade D2C / E-Commerce
HPC
Channels Modern Trade Omni-channel Urban Sales 65%
Consumer spends Urbanization
Trends Challenges • To promote FMCG sector, GoI has approved 100% FDI
Revenue in single-brand retail & 51% FDI in multi-brand retail
Rural Markets E-Commerce sales
• Health & Wellness • Price sensitivity • The industry is witnessing regulatory headwinds in
Raw Materials Packaging the form of regulations in E-Com (deep discounting),
Cost • E-Commerce rise • Distribution mgmt. quality standards (honey adulteration), etc.
Manufacturing Distribution costs
• Sustainability • Rural penetration • Key M&As – (HUL, GSK CH); (Tata Digital, BigBasket);
Consumer Behavior SC Disruptions • Convenience culture • Illicit Trade (Marico, Beardo); (Dabur, Badshah Masala)
Macro
• Reliance's entry into the FMCG poses a significant
Factors Festivals & Seasons Population Growth • ONDC • Intense competition
threat, due to its deep pockets and vast network

R&D RM Inbound Inventory Process Others Outbound Distribution Marketing Reverse Logi.
• Product • Forecasting • Mode • EOQ • Production • Utilities • Fulfilment • Margins • Branding • Recalls
• Packaging • Supplier • Route • Tracking • QC & QA • Waste • Tracking • Efficiency • Pricing • Returns
• Consumer • Pricing • Labour • Warehouse • Packaging • Labelling • Route • Channel • Feedbacks • Recycling
insights
25
Source: IBEF.
Note: Urban Sales refers to the sales from Urban regions as a % of total sales. D2C refers to Direct-To-Consumer Channel, Reverse Logi. refers to Reverse Logistics
Iron & Steel Industry
Industry Overview Process Flow Key sectoral data
• Definition: The sector that is involved in the Macroeconomic data* Export locations
Raw Iron- Steel-
production, processing, and distribution of iron and Finishing
Materials making making
steel products Total Capacity 144MT 23% Korea
• India is the second largest crude steel producer in the Iron Ore
BOF/EAF: Rolling CAGR (2022-25) 7-8% China
Mining,
world, with a total production of 133 MT in FY22. Conversion Iron to (shaping & 4%
Production Consumption 115MT 50% Japan
Leading players of iron ore Steel reducing
of Coke 6%
to molten conversion. thickness), Taiwan
from coal, Total Exports 14MT
iron Casting of Surface
Scrap 17% Others
steel Treatment Total Imports 5MT
collection
Automotive growth Govt infra. spends
Trends Challenges • National Steel Policy (2017) has envisaged achieving
Revenue production capacity of 300MT by 2030-31
Exports Steel prices
• Tech. Transformation • RM availability • Schemes such as PMAY, Smart Cities, PLI, etc. are
Raw materials Energy costs expected to boost steel demand in the coming years
Cost • Sustainability • Volatile input costs • Currently, 100% FDI (via the automatic route) is
Transportation Labor costs
• Steel consumption • Lack of support infra. available in the steel industry
GDP growth rate Int’l trade tariffs • Consolidation • Financing constraints • Side note: India is home to fifth-highest reserves of
Macro
Iron-Ore in the world giving India a comp. advantage
Factors Exchange rates Interest rates** • Steel recycling • Dumping allegations
• Steel industry supplied medical O2 during Covid-19#

R&D RM Inbound Inventory Process Others Quality Inventory Marketing Others
• Alloy dev. • Mining • RM • EOQ • Ironmaking • Casting • Non- • FG inv. • Branding • Channel
• Process • Coking transport • Handling • Steel gen. • Waste & destructive • Handling • Pricing mgmt.
optimizn. • Scrap • Energy • Tracking • Alloying energy testing • Order • Feedbacks • Outbound
processing input • QC & QA mgmt. • Compliance fulfillment Logistics
26
Source: IBEF, Statista, Ministry of Steel, GoI; Note: *MT: Million Tonnes Note: *MT: Million Tonnes, **Interest rates are an important consideration for cement industry as they impact financing
availability for construction projects. #: Steel mfr. were permitted to produce & sell industrial oxygen during Covid-19 pandemic. Curr. steel industry O2 capacity = 1500MT per day. BOF/EAF: Google.
IT & ITES Industry
• Definition: This industry involves a wide range of IT & ITES Sector Macroeconomic data Exports by Region
services related to information technology, software
Industry Size $230B 7% 2%
development, & business process outsourcing
Biz. Process Software 12% US
• This industry accounts for 56% of the global IT Services
Mgmt. Services
Hardware CAGR (2021-28) 13%
outsourcing market UK
Leading players GDP Contribution 7.4% 62%
81% rev. 87% rev. 84% rev. Major rev. 17% Europe
from exports from exports from exports from India FDI Inflows Rank 2
APAC
50% 20% 20% 10% # employees 5M RoW
Pricing Talent pool
Trends Challenges • Indian cos. are now looking to expand global
Revenue footprint to support global delivery model (Eg: TCS
Global demand Tech. adoption
• Cloud computing • Global competition expansion in UK)
Salaries Infra. costs • In August 2022, CERT India (CERT-In) team carried
Cost • Data centre • Attrition out a ‘cyber-security’ exercise with CSA, Singapore to
Constant R&D Compliance
investments • Price volatility build resiliency against ransomware attacks
Economic growth Exchange rates • Generative AI • New regulations • The new Digital Personal Data Protection bill is
Macro
expected to be tabled in the monsoon session of
Factors Tech. trends Inflation • Cybersecurity • Rising wages
Parliament in July 2023
Development Delivery Operations Revenue Marketing Relationship HR IT Support Quality
• Planning • Deployment • Monitoring • Pricing • Insights • Acc. Mgmt. • Talent • Helpdesk • Legal
• Design • Integration • Incident res. • Billing • Cust. Acq. • NPS scores acquisition • IT assets • QC & QA
• Coding • Migration • Improvemen • Profitability • Proposal • Custom • Training mgmt. • Compliance
• Training t assessment • Negotiation products • Perf. Mgmt. • N/w infra
27
Source: IBEF, Statista, Times of India,
Note: FDI Inflows Rank is a rank which indicates that IT & ITES sector has witnessed 2nd highest FDI inflow in the country in the past few years.
Metals & Mining Industry
• Definition: This industry encompasses exploration, Metals & Mining Industry Macroeconomic data Mineral Production
extraction, refining, and processing of various 12% Odisha
metallic and non-metallic minerals found in India Industry Size $127B
Ferrous Non- Precious Industrial
• This industry is one of the core industries as it Metals Ferrous Metals Minerals CAGR (2022-25) 7.1% 11% Chhatisgarh
provides basic raw materials to many other industries 47%
Aluminium, Gold, Silver, GDP Contribution 4.1% Karnataka
Leading players Limestone, 14%
Iron & Steel. Zinc, Copper, Diamond,
Gold & Silver Coal Metallic mines 525 Rajasthan
Lithium. Platinum
mines across
India Non-metallic mines 720 16%
Cu Al Zn LST* Others The process flow is similar in all – RM extraction -> intermediate product -> Final metal / Others
Ferrous Metals* Non-Ferrous Metals Precious Metals Industrial Minerals mineral which is further used by other industries as their base RM Governed by National Mineral Policy (2019)
Global demand Commodity prices
Trends Challenges • The Mines and Minerals Amendment Act (2021)
Revenue enabled captive mine owners to sell up to 50% of
Capacity utilization Export opportunities
• Sustainability focus • Limited workforce their annual mineral production in the open market.
Energy costs Machinery costs • State-run Cos. have shown interest to buy mining
Cost • Mine exploration • Geopolitics assets related to Lithium & Cobalt overseas
Environmental costs Logistics costs
• Rise of PPP • Lack of financing • FDI upto 100% is allowed in the exploration of metal
Economic growth Exchange rates • Digitalization • Commodity prices and non-metal ores via the automatic routes
Macro
• Side Note: Usually, leases are given out for a period
Factors Financing options Social responsibility • Social responsibility • Safety standards
of around 50 years for the purpose of mining

R&D RM Inbound Inventory Process Others Quality Distribution Marketing Finance
• Mining • Identifying • Equipment • Tracking • Mining • Pollution • Compliance • Warehouse • Pricing • Budgeting
equipment reserves transport ore grades operations mgmt. • Recycling • Exports • Mkt. • Cost control
• Exploration • Acquiring • Route • Handling • Processing • Rehabilitati • Waste • Optimizing research • Investment
methods licenses • Storage • Refining on mgmt. SC mgmt.
28
Source: IBEF, Statista, Times of India, ResearchandMarkets. Note: *Ferrous Metals, Limestone, Coal are covered in more details in the industry reports of Iron & Steel, Cement and Power
Industries , Cu/Al/Zn/LST: Copper, Aluminium, Zinc/Limestone. SBI: State Bank of India
Oil & Gas Industry
• Definition: This sector encompasses companies Oil & Gas Industry Macroeconomic data Indian Oil Imports
involved exploration, refining, transportation, &
marketing of petroleum and natural gas products #1 in Upstream ONGC 19%
Middle East
• India is the third-largest consumer of energy in the Upstream Midstream Downstream
#1 in Midstream IOCL Africa
world, as of 2022 13% 53%
Leading Players Exploration Storage Refining #1 in Downstream ONGC USA
Midstream Players 15% RoW

Production Transportation Retail Distbn. Oil imports
88%
(% demand)
In FY23, India suddenly imported 33%
Crude Oil, Gas Crude Oil, LNG Petrol, LPG Indian Oil Imports - $120B oil from Russia
Upstream Players Downstream Players
Volumes & reserves Oil and gas prices
Trends Challenges • As per the Biofuel policy (‘22), GoI plans to achieve
Revenue 20% ethanol blending with petroleum by 2026
Refining margins Petroleum demand
• Energy transition • Crude oil price • Currently, 100% FDI (via the automatic route) for oil
Oil acquisition costs Exploration costs and gas PSUs is approved
Cost • Biz. diversification volatility • Only three states (Assam, Gujarat, and Rajasthan)
Refining costs Distribution costs
• Digitalization • Env. regulations account for more than 96% oil production in India
Geopolitics Int’l crude oil prices • Infra. development • Financing constraints • India heavily relies on imported LNG. Globally, it is
Macro
the fourth largest LNG importer
Factors Exchange rates Energy trends • Energy efficiency • Energy security
• India diversified crude oil sourcing from Guyana (‘21)
Upstream Midstream Downstream

Exploration Drilling Field Dev. Pipelines Storage LNG Ops. Refining Blending Distribution
• Geo. survey • Wells design • Feasibility • Design • Tank farms • Gas • Crude oil • Refined • Network
• Reserve • Drilling rigs studies • Construction • (Un) Loading processing distillation products mgmt.
estimation • Reservoir • Infra design • Pumping • QC & QA • Liquefication • Petrochemic blending • Pricing
• Risk analysis management • Compliance • Monitoring • Safety • LNG storage al • QC • Branding
29
Source: IBEF
Pharmaceutical Industry
• Definition: The pharmaceutical industry involves the Pharmaceutical Industry Macroeconomic data Exports by Region
development, production, and commercialization of
Industry Size $50B 2%
drugs for medical treatment and prevention America
Active Pharma. Ingredients 16%
• India ranks 3rd worldwide for pharmaceutical Formulations CAGR (2021-30) 13%
/ Bulk Drugs Europe
production by volume and 14th by value 40%
Leading players Branded Generics Branded Generics GDP Contribution 1.7% 19% Asia
Total Exports $25B Africa

Other OTC Medications Biosimilars
23% RoW
Types Contract Mfg. Vaccines Total Imports $8B
Branded Drug Sales Exports
Trends Challenges • Due to supply chain disruptions, the industry has
Revenue witnessed a rise in prices of raw materials ranging
Contract Mfg. Healthcare spending
• Digitalization • Price controls from 25%-120%
Raw Materials R&D • Recognising this dependence, Govt. has launched a
Cost • Personalized meds. • Low R&D investment PLI scheme for promotion of domestic manufacturing
Manufacturing Compliance
• Generics exports • Reliance on China of key raw materials in India with implications of
Healthcare Infra Exchange rates • Contract Mfg. • Supply chain risks about ₹15,000 crore (FY21)
Macro
• Due to these rising costs, the drug pricing authority
Factors Patent expirations Disease outbreaks • Green practices • Counterfeit drugs
allowed price hikes for the first time in many years

• Discovery • APIs • Mode • Conditions • Formula- • Utilities • Mode • Cold • Pricing • Support
• Trials • Prices • Route • Location tion • Labelling • Route storage • Consumer • Complaint
• IP • Incentives • Labour • Costs • QC & QA • Compliance • Labour • Retailer Insights Mgmt.
• GMP N/W Mgmt.
30
Source: IBEF, CARE
Note: GMP: Good Manufacturing Practice Industry Standards; QC & QA refers to Quality Control & Quality Assurance
Power Industry
• Definition: This sector encompasses companies Macroeconomic data Power Sources
Gene- Trans- Distri-
involved in the generation, transmission, distribution, End-User
ration mission bution 11% 2%
and consumption of electrical power Total Capacity 411GW
• India is the 3rd largest producer & consumer of Gene- Thermal Peak Demand 205GW
Renew- Hydro /
electricity worldwide behind China & USA ration (Coal /
able Nuclear Largest player NTPC
Leading Players Sources Diesel) 30% 57%
State Transmission & 72GW
Distribution Cos. Equipment Mfr. IPPs NTPC Capacity
Other
Power
Renewable players Power industry is governed by Thermal Renewables
Generating Cos.
Energy Cos.
Power Trading Cos. EPCs Electricity Act (2003) Hydro Nuclear
Demand PPAs
Trends Challenges • To meet India’s 500 GW renewable energy target, GoI
Revenue has identified 81 thermal plants to be replaced by
Tariff / Price Carbon Credits
• Renewable energy • Aging Infra. renewable energy generation by 2026
Fuel Costs Losses • Currently, 100% FDI is available in the power industry
Cost • Smart grids • Financial viability of • GoI schemes such as UDAY, DDUGJY IPDS, etc. are
Transmission Compliance
• Digitalization Power DISCOMs pushing for increasing electrification in the country
Int’l prices Financing options • Decentralized power • Energy theft • In 2021, the EXIM Bank of India extended $100M line
Macro
of credit to Sri Lankan government to ensure 70%
Factors Weather / Climate Govt. regulations generation • Input imports
renewable power generation in Sri Lanka by 2030
Power Generation Transmission & Distribution Energy Market & Customer

Fuel procuring Power plant Compliance Grid infra. Grid mgmt. Cust. service Market ops. Cust. analysis Other services
• Sourcing • Steam Gen. • Pollution • Substation • Load mgmt. • Metering • Trading • Tariff pricing • Energy
• Transport • Turbine ops. control • Transmission • Voltage • Billing • Mkt price • Consumption audits
• Quality • Control Sys. • Waste Lines regulation • Complaint forecasting analysis • Energy
• Maintenance management • Transformer • Grid stability resolution • Settlement advisors
31
Source: IBEF
Note: IPP – Independent Power Producers , EPC – Engineering, Procurement & Construction Cos., PPA – Power Purchase Agreements, DISCOMS – Distribution Companies
Telecommunication Industry
• Definition: This industry involves provision of various Telecommunication Industry Macroeconomic data Indian Tele-density
communication services, including voice, data, and
multimedia transmission over long distances Network / Internet Providers Industry Size $37B
• India's telecom sector is the second largest globally CAGR (2023-28) 9.40%
Urban
with regards to subscriber base & internet users also Mobile Fixed-line Internet 44%
(Wireless) (~Broadband) Service GDP Contribution 1.1% 56%
Leading players Rural
Equipment mfr. Infrastructure cos. Total Subscribers 1.1B
Other
Network + Internet Satellite players Satellite
The process flow is similar services
in all – RM Value
extraction -> intermediate added
product -> Finalservice
metal / Internet Subs 830M
Equipment Manufacturer Communication Services Infrastructure Cos. mineral which is further used by other industries as their base RM Total Tele-density is at 85% of population
Providers (ISPs)
ARPU Demand for data
Trends Challenges • FDI limit was increased to 100% from previous 49%
Revenue via the automatic route in 2021
Value added service Partnerships w/ OTT
• Bundled services • Intense competition • PLI scheme worth $1.6B for telecom & networking
Infra. maintenance License fees products was approved by the Union Cabinet
Cost • OTT popularity • Debt burdens • As of August 2021, the DoT is working on a package
Spectrum purchase Energy costs
• Convergence with • Data privacy laws to reduce the revenue sharing license fee to 6% of
Govt. policies Economic growth other sectors • Digital divide Adj. Gross Revenue from 8%
Macro
• Now, focus is on manufacturing equipment in India
Factors Tech. advancement Consumer behavior • 5G race • Network congestion
• Other things to note: BharatNet, USOF, RailTel, NDCP
N/W planning N/W maint. Service S&M Customer VAS Procurement IT systems Others
• Coverage • Monitoring • Activation • Pricing • Acquisition • Partnerships • N/W • Billing • Finance
• Infra. design • Trouble- • SLA mgmt. • Mkt research • Account • Content equipment • Data • Legal
• Spectrum shooting • QOS • Promotions mgmt. • Cross-selling • Spare parts analytics • HR
mgmt. • Upgrades assurance & advertising • Loyalty pts. • VAS pricing • System Dev. • R&D
32
Source: IBEF, Statista, Times of India, Mordor Intelligence. Note: Industry Size of Telecom Industry includes just Network & Internet Service Providers and not other players mentioned in the
industry. It is interesting to note that, as per IBEF, the Industry Revenues have declined from $40B in 2016 to $37B in 2021. SLA: Service Level Agreement, QOS: Quality of Service
FRAMEWORKS
33
GENERAL FRAMEWORKS
BUSINESS SITUATION FRAMEWORK (3C’S OR 3C-P)
Used for understanding the firm’s current position in the market and evaluating launch of new products, entry into a new market, growth etc.
Customers Understanding market segments; consumer behavior; demographics; Used for identifying target customers
Competitors Size of the market; Market share; Clients’ performance vis-à-vis competition; Competitors’ future aspirations
Company Understanding the firms’ goals and objectives; Strategy it in the short term and long term
Product Nature of the firms’ product/service vis-à-vis competitors; Customer requirements; Complements and substitutes
MARKETING MIX (4P’S AND 7P’S)
Used for identifying the differentiating factor between the firm and the industry and root cause analysis for any problem
Product Various attributes of the product; Differentiating factors; Value Proposition
Place Different distribution channels used by the firm (retail, wholesale, online etc.); Supply chain; Network optimization
Promotion Marketing message of the client; Promotion channels; Recent Marketing Campaigns Run
Price Price of client's product; Price Elasticity of the product; Willingness to Pay; Competitor Pricing
Physical Evidence Sales of the product/Contacting Customers; Product Packaging; Online experience
People Who are the people from the client’s side delivering services? How trained are they?
Process The systems and processes that deliver a product or a service to the customer; Quality Assurance; Value-Chain analysis
THE FOUR A’s
Used for identifying the supply and demand constraints of a product/service
Awareness Branding; Analyze whether sufficient people know about the product/service
Availability Sufficient supply; Appropriate stock; Analyze availability across various distribution channels
Accessibility Equitable distribution of product/service and accessible by all target consumers
Affordability Appropriate pricing of products/services to ensure it is affordable by all target consumers
34
PORTER’S FIVE FORCES
Michael Porter's Five Forces is probably the most famous framework used in preparing for case interviews. It has endured as one of the frameworks
most talked about by many in and out of the consulting field. Although the Five Forces is an excellent framework in helping you organize your
thoughts, its analysis is not complete. It should be used in conjunction with other frameworks to enable you to fully understand the issues at hand.
Competitive advantage in an industry is dependent on five primary forces:

• The threat of new entrants New
• The bargaining power of buyers Entrants
• The bargaining power of suppliers
• The threat of substitute products
• Rivalry with competitors
The degree of these threats determines the attractiveness of the market

• Intense competition allows minimal profit margins Competitiv
• Mild competition allows wider profit margins Buyers Suppliers
e Rivalry
The goal is to assess whether a company should enter/exit the industry or find a
position in the industry where it can best defend itself against these forces or can
influence them in its favour.
Note: Identification of buyers and suppliers is key. Here’s an easy Substitute

heuristic: Products
• The company pays money to a supplier
• The company gets money from a buyer
35
Source: Michael E. Porter, Competitive Strategy: Techniques for Analysing Industries and Competitors
PORTER’S FIVE FORCES
Barriers to Entry: Relationship with Suppliers:

There are a number of factors that determine the degree of difficulty to A supplier group is powerful if:
enter an industry: • There are fewer substitutable products
• Economies of Scale • The industry is not an important customer of the supplier group
• Product differentiation • The supplier group is an import input to the buyer’s business
• Capital requirements • The supplier’s products are differentiated and have high associated
• Access to distribution channels switching costs
• Cost advantages independent of scale • The supplier group poses a credible threat of forward integration
• Propriety technologies
• Relationship with suppliers of raw materials
• Geographical presence Substitute Products:
• Time compression diseconomies Substitute products that deserve the most attention are those that:
• Government regulations • Compete in price with the industry’s products
• Are produced by industries earning higher products
Relationship with Buyers:
A buyer group is powerful if:
• It is concentrated or purchase large volumes as a % of seller’s sales Rivalry:
• Undifferentiated products Rivalry among existing competitors increases if:
• Low switching costs • Numerous or equally balanced competitors exist
• Buyers pose a credible threat of backward integration • Industry growth is slow
• The industry's product is unimportant to the quality of the • Fixed costs are high
• buyer's products or services • Undifferentiated products and low switching costs
36
Source: Michael E. Porter, Competitive Strategy: Techniques for Analysing Industries and Competitors
IMPORTANT MATRICES
Matrices are an excellent way to illustrate a small number of potential scenarios or concepts. Some examples include:
▪ High Impact versus Low Impact
▪ High Market Share versus Low Market Share
▪ Broad Market Reach vs Limited Market Reach
BCG – GROWTH SHARE MATRIX

High Growth Rate
The BCG Growth-Share Matrix is a portfolio planning model based on the observation that a company’s
business units can be classified into four categories based on combinations of market growth and
market share relative to the largest competitor. Market growth serves as a proxy for industry
attractiveness (cash usage) and relative market share as a proxy for competitive advantage (cash Question
generation).
Star
Mark
High Market Share

Low Market Share
Low Share, Low Growth. Companies should liquidate, divest, or
Dogs
reposition these “pets”
High Growth, Low Share. Companies should invest in or discard

Question Marks these “question marks,” depending on their chances of becoming
stars Dog Cash Cow
High Growth, High Share. Companies should significantly invest in

Stars
these “stars” as they have high future potential
Low Growth Rate
Low Growth, High Share. Companies should milk these “cash cows”
Cash Cows
for cash to reinvest
37
Source: BCG Growth Share Matrix
IMPORTANT MATRICES
ANSOFF MATRIX PORTER’S GENERIC STRATEGIES
Increasing
Existing Markets Risk Cost Leadership
Regional
Mass
Player,
Market Product Market,
Penetration Development Little
Economies
Existing Products
Focused Market
Market
New Products
Broad Market
of Scale
Power
Constant Niche
Market
Development
Diversification Cycle of Technology
Innovation Product
New Markets Differentiation
The Ansoff Matrix, also called the Product/Market Expansion Grid, is a tool Porter's generic strategies describe how a company pursues competitive
used by firms to analyze and plan their strategies for growth. The matrix advantage across its chosen market scope. The generic strategy reflects
shows four strategies that can be used to help a firm grow and also the choices made regarding both the type of competitive advantage and
analyzes the risk associated with each strategy. . the scope.
38
MATRICES - EXAMPLES
“You are a brand manager for P&G in the Health & Beauty Aids category, “You are the head of R&D for a large pharma company, and a new
and a competitor just introduced a new toothpaste that is gaining market process has been created as a result of the work done to sequence the
share…” human genome…”
Same Target Market Core Business
Examine product’s Identify if share Crash program to

Evaluate relevance
benefits; identify loss is due to trials incorporate new
and switching
potential line or switching; re-do technology into
costs
extension? marketing mix existing processes
High Market Share

Low Market Share
High Impact
Low Impact
Re-examine
market Look for possible
Watch to see if the
segmentation & disposition or
Ignore it? technology
potentially outsourcing
becomes relevant
introduce opportunities
competing product
Different Target Market Non-Core Business

39
CASE THEMES
The following case themes are popularly tested in case interviews. Please note that this is not an exhaustive list of themes and a case interview can
include a combination of multiple themes.
PROFITABILITY: Analyze potential reasons for decline in profits by studying sources of revenue and costs and identifying
sustainable solutions to improve profitability
MARKET ENTRY: Analyze the client’s opportunity to expand and quantify the viable market for launching new products and
services or entry into a new geography
PRICING: Evaluate the product offering of the client and suggest appropriate pricing strategy through competitor, cost and value
based pricing. Often combined with market entry cases
GROWTH: Identify opportunities for the client to optimally grow revenues or increase market share
UNCONVENTIONAL: These cases usually test the candidates’ presence of mind and analytical skills. Structure is key to tackling
such open ended cases
40
PROFITABILITY
41
PRELIMINARY QUESTIONS
Step 1 Reiterate the problem statement, and ensure you understand it clearly – along with the objectives and timelines
Understand the Qs
Company:
• Revenue streams
• Geography
• Value chain
Product:
• Type of products
Step 2 • Product mix - B2B as well as B2C
Clarifying Questions Customer : Segmentation (B2B as well as B2C)
(3C P) Competition :
• Type of competition (existing, upcoming)
• Market share
• Whether issue is industry wide or specific to us
Note: For each question which segments the company (Geography/Revenue Stream/Products), Also ask if the problem is
specific to one of the segments or all. E.g. Is the drop in profits in any one particular Geography/Revenue Stream/Product
or Is it homogeneous across all?
Step 3 On the Next Page

Solve the Case
42
BASIC FRAMEWORK
Profit
Revenue Cost
Price / Unit # of Units Value Chain /

Operational Miscellaneous
Internal External Supply Demand

- R&D : Equipment, human capital
- Demand Forecasting: Software Driven, or
- Pricing - Substitute Value Chain Customer
Human Driven
strategy - Competition of producers Journey
- Raw Material : Cost Price & Logistics
- Government to identify (On the next
policies bottlenecks page) - Processing : Employees, Utilities, Packaging,
Maintenance
- Warehousing : Logistics & Storage Cost
- Distribution
- Marketing
- After Sales
Fixed Costs Variable Costs # of units
43
CUSTOMER JOURNEY
Customer journey can be applied to any situation (i.e. all types of cases) and this can be used at any stage during analysis to make sure that all viable
possibilities are considered if you get stuck. This is the most typical framework when analyzing issues at customer’s end.
It refers to the path that customers take from the moment they realize they need something, and how many elements may affect that trip. This customer
journey can also be categorized into – Pre-Purchase, During Purchase & Post-Purchase Phases
Customer Journey
(from left to right)
Product Purchase Post Purchase

Need Awareness Accessibility Affordability Availability Ambience
Selection Action Services
Internal
Promotions Internal External Stock-outs Product Payments
Factors
External
Value Chain Utility Compliments Final Packaging
Factors
Competition Substitutes Billing
PESTEL
44
COST REDUCTION – VALUE CHAIN ANALYSIS
Profit Client is facing reduction in earnings/profits (bottom line) due to possible

OVERVIEW increase in cost of operations. You need to understand reasons and give
recommendations
Revenue Cost
Storage &
R&D Raw Material Processing
Transportation
Transportation to Customer
Machinery Storage Distribution Marketing
Warehouse Service
Number of
Employees Quantity per trip Sales Channels CRM Repair
warehouses
Cost per
Technology Number of trips Sales Force Returns
warehouse
Capacity
Value per trip Efficiency Spare Parts
Utilization
Packaging Cost per trip
45
DECLINING REVENUES
Profit Client is facing reduction or stagnation in earnings/profits (bottom line) due to
OVERVIEW possible decrease in revenues (top line). You need to understand reasons and
give recommendations
Revenue Cost
Price Number of Units
Price Elasticity Number of Number of units/Ticket size

Frequency
customers per customer
Competitors Supply Internal Internal

Demand
Substitutes
Internal External Internal External External External
Competition Value Chain PESTEL
PESTEL
Change in consumer
preferences
46
DELHI METRO NETWORK
The Delhi Metro network is facing profitability issues. Figure out why and Coming to the outlet rent, is it uniform across stations ?
suggest recommendations. The rent is higher for stations with high traffic such as CP. However, the overall
Since when is the station facing this & what is the difference magnitude? revenue of CP is lower among these similar stations
Since the beginning and there is a considerable difference in profits Okay, so it seems CP station has a lower occupancy rate. To break this down
As per my knowledge, Delhi Metro Network majorly earns its revenues from further, a franchise owner would look at the following factors apart from rent:
metro operations, is there any other source of revenue ? awareness or branding of the location, awareness of outlet tenders,
They also provide consulting services to other metro projects across the administrative requirements of the desired outlets, outlet locations within the
world, however this issue is observed only in its metro operations station, other contract specifications and the overall expected revenue.
Is this issue being faced across all metro stations or any particular station ? Yes, these factors are good. You can assume that there are no issues in
This issue is being faced only at the Connaught Place (CP) Station awareness or expected revenue. Let’s move to the other contract issues.
Okay. Now, profits are a function of the revenues & costs. Do we know if the Sure. The various terms of a rent agreement include the rent, security deposit
costs are higher as compared to other stations or there are less revenues? amount, lock-in period. Since the rent is the same, we should look at the other
The revenue is not as high as other stations. You can ignore costs for now factors. Is the security deposit amount or lock-in period different which could
Okay. I would break down the revenue streams into 3 broad categories – be a higher risk for the shopkeeper?
tickets, advertisements & outlets. Should I consider consulting revenue also? Yes, that is correct. The lock-in period for outlets in other metro stations is 6
No, you can proceed with these three. months while in CP it is 12 months, due to which they do not prefer to rent
Is there an issue with one of these revenue streams as compared to other them. Can you suggest recommendations?
metro stations, or shall I look at all of them to find where the problem is? Yes. First, we should look into why the lock-in period is 12 months in CP while
The revenue from outlets is less as compared to other metro stations. 6 months in other stations, and if it is possible, it should be reduced. If not,
Okay. The revenue from the outlets depends on total number of outlet
then we can explore reducing the rent to make our outlets attractive to
units, occupancy rate & the rent per outlet. Is there any other factor I should
franchises. Additionally, we can also explore a differential pricing system
consider?
wherein a higher rent can be charged for the 2-month lock in period and a
No, you can go ahead with these
lower rent can be charged for 6-month lock in period
Are the number of outlet units the same as other metro stations?
That’s all. Thanks.
Yes, all stations have the same number of outlet units
47
DELHI METRO NETWORK
Problem Statement The Delhi Metro network is facing profitability issues. Figure out why and suggest recommendations
Case Facts
• The client is facing Tickets

lower revenue at CP
Metro station Total Area
compared to others
Revenue Advertisements
• Occupancy rate of Number of Expected
outlet units is low Profit Area per Outlet
Outlets Revenue
• Issue with the rent Cost Outlets

agreement of outlet Percentage of
units Rent per Outlet occupied Incurred Costs Duration
outlets
• Lock-in period is the
time-period in which Rent Lock-in
the tenant cannot Agreement Period
vacate the property
and the landlord
cannot evict you
Rent Amount
from the property
• It is important to be MECE at all stages of this problem

Summary / Takeaways • Number of outlets could also be divided into total area, area per outlet and % occupied
• Please don't start listing possible options and rather make use of some structure
48
FIVE STAR HOTEL
Your client is a 5-star hotel in Mumbai. They have been facing lower Alright! Is there any particular-revenue stream where the client has been
profitability. You are required to identify the reasons behind the same. facing this issue?
First, can you please tell whether the client is a hotel chain or single hotel? Let’s start with the room revenues here first and slowly move on to others
It is a single hotel which has been facing the issue Sure! Profits are a function of revenues or costs. So, do we know whether
Since how long has the client been facing this issue? the revenues of the hotel have gone down or costs have gone up or both?
The issue persists since the last 3 years but it has amplified in the last 1 year So, it’s a situation of both. But let’s start with the revenues first
Since the loss has been greater in the last 1 year, I think there might be Right! And starting off with the room revenues, we can bifurcate that into 2
multiple recent factors affecting the hotel. Next, I would like to know if parts – room rent and related purchases such as room service.
other hotels have been facing this issue as well or is it just us? The problem is being seen in the rental revenue
It’s just our hotel which has faced this issue Perfect! Then I would like to divide my room revenues into the number of
Alright! So, this is not a market wide problem. Next, I would like to know rooms offered by the hotel, the room rent charged and the occupancy rate.
more about the hotel itself. What type of a hotel is this? Has there been any change in any of these factors over the last 2-3 years?
It is a luxury hotel with different rooms for different customer types There has been no change in the number of rooms & the occupancy rates
have been high as well. Even, the rent charged per room hasn’t reduced
What are the types of customers that we normally receive at our hotel?
And have we observed any change in their ratios? Since none of these factors have changed but we have faced a decline in the
revenues received, it could be a possibility that the hotel is not receiving the
Two types – tourists & business customers. The split between them is maximum possible revenue for its rooms
30:70. Earlier, the split was 50:50
Right, what could be the reasons according to you?
And what are the revenue streams which our hotel has?
(Continued on the next page)
There are 4 streams – rooms, restaurants, banquet hall & ancillary services
49
FIVE STAR HOTEL
It could be happening due to 3 reasons: First, as every hotel has different Dining revenue can be looked at through the following aspects: Number of
types of rooms, maybe we have reduced the high-rent rooms and replaced tables, occupancy rates, average order quantity and the average prices.
them with the lower-rent versions. 2nd, there could be a difference in the There has been no change in any of these factors. Why don’t you go through
type of customers which the hotel is getting and 3rd, the payment facility the customer journey from reaching the restaurant to leaving it?
which the customers are using has changed which has reduced our profits.
Since, we know that the type of customers which we receive has changed Okay! So a customer’s journey can be broken down into the following steps –
over time, I would like to start off with that aspect here Arriving at the restaurant, waiting time (both for being assigned a seat and
for the food ordered), consumption of the meal and then paying for it
Okay, how do you think the second factor would be affecting the hotel?
Let’s look at the payment aspect. Can you think of the different ways through
As there is a greater influx of business customers, the hotel can’t charge any which a customer might pay for their meal? Focus on non-cash payments
amount higher than what has been agreed with their respective company.
On the other hand, rents charged for general tourists can be higher, thus Yes, that would be via credit/debit card and UPI payments. The issues could
reducing the rent collected per person be broken down into following areas – customer side payment issues,
restaurant side receipt issues, discounts and cash backs. As we know that the
Correct! Due to a greater number of business customers, the hotel has to order value had not changed, it seems that we are not receiving the money
keep a fixed price & is not able to take advantages of higher revenues due to which customers are paying, which could be due to extra discounts offered
higher demand which other hotels can. Let’s go to restaurant business now.
Correct! Most of our recent customers have Zomato Gold or Dineout installed
Sure! Could you tell me how many restaurants does the hotel have? which is reducing their final payment value & client bears some amount of
So. the hotel has 2 restaurants – an Asian and a Continental one. We have this. What are your recommendations? We will close the case after this
been facing lower profits in the Continental restaurant Short term, our client can increase prices for room service and other facilities
And do we know whether the revenues have fallen, or costs have gone up? for the business customers. On a long-term basis, our client can re-negotiate
If it is revenue - we can analyse by looking into in-dining revenues & delivery its contracts with companies as well as Zomato/Dineout to address the
services? discount issues. It can also limit the number of rooms for business customers
There has been a fall in the revenues – in particular in-dining revenues
50
FIVE STAR HOTEL
Problem Statement Your client is a hotel in Mumbai who have been facing lower profits. Find out the reasons why
Case Facts Change in

# of rooms customer type
• The client is a single
hotel which has been Change in room
facing lower profits Rental Occupancy
type
across multiple business Rooms
Payment
lines Room Service Rent charges Gateway
• Reduction in revenues
received despite no
change in the Revenue # of tables
occupancy rates Profit
• Issue was with the Cost Occupancy
greater influx of Restaurant Revenues
business customers, Arrival
Avg. order qty.
reducing the per
customer revenue Customer Side
earned Avg. order price Waiting Time Cash
• In the restaurant side,
more customers with Meal Restaurant Side
Customer Consumption Non-Cash
Zomato Gold or Dineout Journey
discounts were causing Discounts
lower revenue for the Payment
restaurant
Summary / Takeaways • Instead of using price/charges, revenue received could be a better option as that would include both price and discounts
• It is always advisable to ask interviewer for suggestion or change in framework if the existing one doesn’t provide the required solutions
51
CAR INSURANCE COMPANY
Your client is an insurance company who has been facing a decline in its There can be 2 types of causes –
profits since the past year. Analyze the problem and suggest 1. Internal such as – algorithm / formula determining claims payout could
recommendations. have changed,
Understood. Before I delve deeper, I wanted to ask some clarifying 2. External such as higher number of accidents could be happening
questions. What kind of insurance does it provide? What are the We know that the internal algorithm and formula has remained unchanged.
geographies in which it operates? How does it sell insurance? Also, is this What could be the other reasons?
an industry wide phenomenon or company specific issue? Understood. In that case, there seems to be an external reason for this
It provides many types of insurance but the decline has primarily been in phenomenon. Again, there can be 2 possibilities –
Automobile Insurance. It operates in India in 3 states - Delhi, Maharashtra 1. Technical flaws like faulty cars leading to more accidents or
& Gujarat. It has partnered with car dealers to sell insurance at the time of 2. Interpersonal flaws like irresponsible driving
purchase. Apart from this, renewals continue by directly approaching the You are right. We have observed that the young population in our customer
customers. This is happening only with our client. base has been driving recklessly, leading to higher number of claim payouts.
As Profits = Revenues – Costs. Any information on changes in any of these? Could you suggest some recommendations in this regard?
Revenues have been unchanged, and costs have relatively increased. Sure. I recommend the client to:
So this is a cost side issue. I'll break down the costs into fixed and variable 1. In the short term, change their algorithm to either set a cap on
costs. The major cost heads in fixed is operating costs while that in variable reimbursable damages or incentivize responsible driving via behaviour-
are claims payout & marketing expenses. Has any of these increased? based premiums (low premiums for safe drivers i.e. driving track record
and vice-versa)
Yes, the claims payout has increased. 2. In the long term, the client should diversify its customers both age wise
Alright, so the total claims payout cost can be broken down further as no. of and state wise so that this doesn't affect their bottom-line too much
payouts and average amount per payout. Which of these has changed? again in the future.
Number of payouts have increased. What can be the possible reasons? Good recommendations. Thank You. We can close the case here.
52
CAR INSURANCE COMPANY
Problem Statement An insurance company is facing declining profits. Figure out why and suggest recommendations
Case Facts
• The client is facing

lower profits in the
automobile segment Operating
Revenue Fixed Costs
Costs
• Variable costs for the Internal Issues
Profit
client have increased Number of Technical
Costs payouts Issues
• Higher number of
claim payouts over Claim Payouts External Issues
Average Inter-
the past year
amount per personal
Variable Costs payout Issues
Marketing
Costs
• External issues could have also been divided as vehicle issues vs driver issues
Summary / Takeaways
• Please don't start laundry-listing options after reaching number of payouts, rather make use of some structure
53
TRACTOR INSURANCE PROVIDER
Your client is an insurance provider facing a decline in profits. Figure out Okay. Now I would like to break down the profits as revenue minus costs.
why and suggest recommendations. Have the costs increased, or revenues reduced or a combination of both?
Just to ensure we are on the same page, our client is an insurance provider, The revenues have declined.
who is facing a decline in profits. I need to find out the root cause and Can I assume that major revenue comes from the insurance premium
provide with recommendations that we collect from customers?
Yes, that’s correct Yes, you can assume that.
Before beginning my analysis, I want to clarify a few things. What kind of The premium would be a function of the total number of customers, the
insurance does the client provide and since when have they been facing this premium per customer per instalment, and the frequency of paying
issue? instalments. Has there been a change recently in any of these?
Client deals with tractor insurance and is facing this issue for the past 1 year. Yes, the number of customers has gone down.
In which geography does the client operate? Okay. This means that less people are buying insurance for their tractors. This
The client operates Pan India. could be a supply issue or a demand issue? Do we lack capacity to sell the
Okay. Since they only deal with tractor insurance, can I assume that their policies or has the demand reduced?
customers are only people living in rural areas and involved in farming? There is a reduction in demand.
Yes, you can assume that. Okay. To see why the demand has reduced, I would go through the journey of
Can you tell me more about the competitors of the client? a customer, starting from the need till the post purchase experience. Does
There are 4 more players in the industry, and all have equal market share. that sound suitable to you?
Is this an industry wide issue or is it a client specific problem? Yes, you can go ahead with this.
It is an industry wide issue. The process that I will consider will include need, awareness, availability,
How does the client operate? How do they reach out to the customers? Do accessibility, affordability, purchase experience, and post purchase
they have their own offices with agents, or is there any other tie up? experience. Do we know if there is an issue with any of these factors?
The client does not follow an agent driven process. We have tie ups with local Yes, the customer need has declined.
banks, the customers can approach any bank to avail the insurance and other Okay, this means that the customer does not need insurance as they used to
facilities are available are there. before, even though other factors have remained the same (next page)
54
Further, the number of insurance policies required for tractor would depend Do we have any information on why the farmers defaulted on their loans?
on the total number of tractors purchased and the percentage of them Yes, it was because of a bad monsoon during the year which affected the
buying an insurance policy. So, are less people preferring an insurance policy, revenues of the farmers. Now that you have identified the root cause, can you
or has the number of people purchasing tractors gone down? suggest recommendations?
You are correct. The number of tractors purchased has reduced. Sure, in short term our client can collaborate with local agricultural
Is it a supply side issue or a demand side issue? cooperatives, associations, and farming communities to organize workshops
No there are no issues on the supply of tractors. You can look into the or seminars focused on risk management and the importance of insurance.
demand related factors for tractors Our client can also offer incentives, such as discounted premiums for group
Since the demand for tractors is declining, I will again consider the journey of enrollments, to encourage farmers to sign up for insurance coverage.
a customer when the customer buys a tractor, starting from need till the post In long term our client can develop long-term partnerships with tractor
purchase behaviour. Do we know if there is an issue with any of the factors? manufacturers and dealerships to offer bundled insurance packages at the
The affordability of the customers in particular has declined. Can you analyze point of tractor purchase or
what could be the reasons? That would be all, thank you.
Okay, I will look closely into the ways of buying a tractor, farmer would either
use one’s own finances or borrow money from someone, which can either be
a local bank or local moneylenders. In this case, I think they would be
borrowing money. Do we know the source of their funds?
They generally borrow from a local bank.
The affordability can decline due to a change in income or loan amount
The income is same whereas the loan has become costly.
The loan of a farmer would depend on the price of the tractor and the
interest that the farmer must pay on the money borrowed. Has there
recently been any change in any of these?
Yes. Last year a lot of farmers defaulted on their loans, due to which the local
banks have increased the interest rates.
55
Problem Statement Our client, an insurance provider, is facing a decline in profits. Figure out why and suggest recommendations.
Case Facts
• Client deals with # of

tractor insurance, installments
decline in profits
since last year Supply Income
Premium per
Revenue instalment per # tractors
• Market has five purchased
Customer
players with equal
Customer Customer
market share; Profit Demand
Journey
Journey (Need) Demand Tractor price
industry-wide issue (Affordability)
Cost # Customers % of insurance
• Demand for tractors purchased
has gone down
Supply
Interest Rates
• This is a tough case because the problem doesn’t lie within the industry in question, but an industry which is directly linked to it. Customer journey
framework needs to be applied twice to deep dive into the problem.
Summary / Takeaways • These type of cases are generally longer, and it is essential that they are started well, with appropriate preliminary questions to understand the
context well. The recommendations also encourage the interviewee to think out of the box, since very less information is available.
56
LARGE INSURANCE MULTINATIONAL
Your client is a large insurance multinational who has been facing a Right, so I'll further break it down as no. of new customers and no. of
decline in their profits since the last 2 years. Analyze the problem renewals with existing customers. Is there any information about them?
No. of new customers which get added over time have seen a decline as
Understood. I wanted to ask some clarifying questions. Assuming, the large
opposed to historical numbers.
insurance multinational operates in a variety of insurance products, is there
a specific domain where this effect has been observed? Any geography that Understood, there seems to be an issue in the sales process of new
has been affected or has this been happening pan-India? Also, is this an customers. I'll trace the customer journey to zero-in on the exact cause. I
industry wide phenomenon or company specific? would go through the journey of a customer, starting from the need till the
post purchase experience. The process I will consider will include need,
Yes, the decline has primarily been in Home insurance. No, this has been a
awareness, availability, accessibility, affordability, purchase experience, and
pan-India phenomenon. Moreover, this is happening only with our client.
post purchase experience
Right. And how does the client make Home insurance sales?
Let’s look into the purchase experience.
It mainly operates through 2 channels - online through its app and offline
Purchase experience can be analyzed using 'People, Process, Product'
through door-to-door sales as well as tie ups with banks during time of
framework. Here, 'People' would mean salesperson; 'Process' would be
home loan purchase.
insurance buying process and ‘Product' would be insurance product.
So, I'll begin my analysis by breaking down profits into revenues and costs.
Let’s look at the salesperson.
Is there any information about any of them changing?
There can either be a decline in number of salespeople or a decline in
Costs have remained the same, but revenues have declined.
salesperson’s performance
Okay, so this is a revenue issue. The major source of revenue for the client
The performance of salespeople is not up to the mark
would be premiums. I'll split the total premiums as total no. of customers,
average premiums collected per customer per installment and number of Since the profits are declining over last two years, have the performance of
installments. Has any of them changed? older salespeople gone down or is the issue with the salespeople hired over
the last two years
We've witnessed the no. of customers to have declined with time.
57
The issue is with the latter
The performance of salesperson depends on 2 factors - Ability and
Motivation. Ability is determined by their degree/college as well as training
undertaken. Motivation is driven by monetary and non-monetary factors.
The salespeople aren’t capable enough and have been underperforming.
We started hiring from previously untapped colleges recently and sales
made by them have not been up to the mark. What are your
recommendations?
Sure, I'll suggest the client to do the following –
1. In the short term, consider hiring majority of salespeople from our
previous hiring colleges only
2. Assign experienced and successful salespeople as mentors to the
underperforming individuals. This can provide personalized guidance, share
practical insights, and boost their confidence
3. In the long term, craft detailed training program for all new hires
4. To increase motivation, they can provide monetary and non-monetary
incentives
58
Problem Statement Your client is a large insurance multinational who have been facing a decline in their profits since the last 2 years. Analyze the problem
Case Facts
• Decline in home
# of
insurance PAN India installments
just for our client
Purchase
• The number of new process
customers has Premium per
Revenue instalment per # of
declined salespeople
Customer Customer Capability
Journey
Profit Demand (Purchase Salespeople
New Hires
Experience)
Cost # Customers Performance
Motivation
Supply Product
Existing
• Structuring the problem well and breaking it into pieces is the key to identifying the underlying issue
Summary / Takeaways
• Please note that this case could have also been solved via the “Supply” bucket. The point here is any approach so long as it is structured, works
59
BEER MANUFACTURER
Client is a beer manufacturer. It’s facing decline in profits. You have been I would like to split the revenue in number of units sold, average
brought in to figure out the reason and suggest some recommendations price of a beer bottle and product mix. Could you please let me know if there
To start with, may I know how long has the client been facing this problem? are any changes in these parameters?
And does our client have a single product or multiple ones? As a matter of fact, industry prices of beer and our product mix has remained
Client has been facing this issue since 2-3 years & has multiple beer products. the same but units sold have gone down.
In which geography does the client operate? Is there any specific region in Okay, has there been any supply issue in distributing the beer through the
which we are seeing this issue? channels? Or the demand from the consumer side has reduced?
The client has different brands across the world. The problem is particularly There has been no change in the supply. Even the margins for the distributors
evident in the US. have remained the same. People are just not buying the product.
Is the problem with only one specific beer product, or is the problem spread Okay Since, this has been an industry wide problem, it looks like an external
out across different products? Additionally, is this an industry wide problem, or issue. I would like to analyze some macro economic factors that could have led
specific to our client? to this. (Applies PESTEL)
The problem is not limited to one product. In fact, the client is facing the Yes. Actually, there has been a social lifestyle change in the beer consumers of
problem across many beer products. It an industry wide issue. US. They have become more health conscious as beer may lead to long term
Can you tell me more about the competitors of the client? obesity and other heart and liver problems.
There are 4 major players. Our client has almost 50% of the market share. Okay. That’s why there is a fall in the demand. I think we have identified the
Okay. Now I would like to break down the profits as revenue minus costs. issue. Can I take up a minute to come up with some recommendations?
Could you please tell me if there are any changes in the revenues or costs over Sure
the past few years? I’ll split my recommendations into : Existing products & New Products.
The revenues have been declining. The costs have remained the same. On the existing products, to stimulate demand, we can look at promoting the
Here, I would like to understand about the revenue streams of our client. I beer brands that already have low alcohol content. On the new products side,
understand that beer is typically sold in liquor shops & pubs. Am I missing any we should plan to launch a new alcohol-free brand variants that taste like
other revenue stream? Has the revenue gone down in both these channels? beer, but can act as a healthier alternative for our consumers
No these are the two major channels. Revenue has gone down in both. Looks good. Thanks
60
BEER MANUFACTURER
Problem Statement Your client is a beer manufacturing company facing declining profits. Figure out why and suggest recommendations
Case Facts
• The US division is
facing declining
revenues due to an Frequency of
industry wide purchase
phenomenon # units sold Supply
# of customers Internal
• External issues are Demand
causing the decline
Revenue Price per unit External PESTEL Social healthy
lifestyle
• Lifestyle changes of Profit
consumers is causing Cost
lower bottle sales Product mix
• Each cost component should be broken down into multiple cost levers to ensure that nothing is being missed out
Summary / Takeaways • For external factors, frameworks apart from PESTEL such as Porter’s or SWOT (opportunities and threats) can be used
• You can either probe each factor of PESTEL, or ask the interviewer which buckets to look into
61
KIRANA STORE OWNER
Your Client is a Kirana shop owner who is facing a decline in profit for the Under transaction, unavailability of certain payment modes can be an issue.
past 5-6 months. Identify the root cause for the same Coming to the Post-Service bucket, the Kirana store primarily replaces
products to retain the customers. Any change in this practice can be an issue.
I have a few preliminary questions – Where is the store located? Who are
Good analysis but none of this is an issue. Let’s analyze External factors
the customers? Are there any competitors in this locality? Have they been
facing similar issues? External factors can be customers, competitors, collaborators / regulators
The store is in a Tier-2 city in India. Customers are mostly people from the Okay. Please explain the three buckets.
city and a few villagers from a nearby village. There are competitors, but In the customer’s bucket, any change in customer’s preferences will impact
they haven’t been facing this issue. our revenues. The preferences can be store-specific or brand-specific.
Alright. A decrease in profits can either be due to a drop in revenue or an Under competitors, it can either be due to new competitors or existing
increase in costs or a combination of both. Do we have any info? competitors. Any new competitor will impact our sales, while
discounts/loyalty programs by existing competitors will also impact our sales
Their revenue has dropped in the past few months. Let’s analyze them.
If our collaborators (suppliers) are a constraint, then we might not be
Revenue is a function of the number of customers and average order value. stocking the right qty. or quality of products. Under regulatory sides, any
Do we have any info on what has gone down? regulatory challenges like change in market rules etc. can impact our sales.
The number of customers and the demand for our products have declined Great. You have got the answer. One of the competitors has started
Alright. This can be due to Internal and External factors. I’ll analyze Internal providing discounts on orders above INR 500. Since people from the nearby
factors first, via a customer journey map. The journey involves: Travel -> village visit to buy their monthly ration, their bill is above this amount, and
Parking -> Product Ask -> Waiting -> Transaction -> Post Purchase –Service. they have shifted to the competitor. Can you give some recommendations?
The issues under each bucket can be – For the travel, if there is any Sure. We can replicate the discounts but that will create a price war of sorts
hindrance in reaching the shop. For the parking, if there is any change in the so instead we can enhance offerings such as by providing free home delivery
current parking system or the existing parking has been blocked. For
Good recommendations. Thank you. We can close the case here.
products, any change in offerings can be an issue.
62
KIRANA STORE OWNER
Problem Statement A Kirana store owner is facing profitability issues. Figure out why and suggest recommendations
Case Facts
• The Kirana store is in

a tier 2 city in India
Regulatory
• The client’s revenue Avg. order
has declined due to Revenue
value
decline in number of External
orders Profit Collaborators
Factors
• This is not an Cost # of orders

industry wide New
problem Internal Factors Competition
Competition
• Discounts offered by
existing competition Existing
are causing the Customers competition
decline in this
revenue
• It is important that you confirm each step with the interviewer before you directly jump into the analysis because as in this case, the
Summary / Takeaways entire analysis could be useless if the problem lies somewhere else. The interviewer liked the analysis this time but this might not be the
case every time and could reflect negatively
63
LIGHT BULB MANUFACTURER
Your client is a lightbulb manufacturer facing a decline in profits for the last might be offering discounts/offers to our customers
6 months. Figure out why and suggest recommendations. The client has had to offer more discounts. The client has a policy that it will
Sure. I’d like to ask a few preliminary questions to understand the situation offer discounts if their order is not delivered within a particular time frame.
better. What kind of lightbulbs does the company manufacture? Interesting. So, the client has had to offer more discounts due to
The client manufactures a single standard lightbulb. delayed delivery of the orders. I would like to explore the value chain to
Okay. Where in the value chain does the client operate? What is their determine the reason for delay.
business model? The value chain would consist of (i) Research and Development (ii) Raw
The client is responsible for R&D and manufacturing light bulbs. They have Material Procurement (iii) Manufacturing (iv) Storage and Transportation (v)
their own distribution network. They place orders for raw materials from Distribution, (vi) Marketing and (vii) Customer service. I would like to start
suppliers. The client is a B2B company. They deal with big ticket orders. with R&D. Have there been any delays in this process?
Alright. Which regions do they operate in?
No delays.
They manufacture in Uttar Pradesh and sell all over India.
Alright. I’d also like to know whether the drop in profits is an industry wide Okay. Have there been any delays in raw material procurement?
phenomenon or is it just limited to our company. When the client places an order for raw materials, they receive it in time.
The decline in profits is unique to our client. Alright. Is there an issue with forecasting the requirement of raw materials?
Okay. Now, profits are a function of the revenues and costs. So, in the past 6 Yes. A new MBA graduate has been put in charge of forecasting 6 months
months, have the costs increase or the revenues declined? ago. On his advice, the client has changed its forecasting methodology. This
The revenues have declined. has caused a delay in raw material procurement. Do you have any
Okay. The revenues could have declined due to decrease in (i) number of recommendations for the client?
orders (ii) size of order (iii) price per lightbulb. Have we observed a change in I have 3 recommendations. (i) To understand why the forecasting method
any or these factors? was changed & consider reverting to the previous method. (ii) To explore the
Yeah, they have seen a decline in price per lightbulb. possibility of altering the contract with buyers to reduce discounts. (iii) To
Understood. Price per light bulb can be external driven or internal driven. If
explore the possibility of storing raw material for longer time.
a competition is providing light bulbs at a cheaper price, we might have That’s all. Thanks.
reduced our prices to match competition. Under internal driven factors, we
64
LIGHT BULB MANUFACTURER
Problem Statement A lightbulb manufacturer is facing profitability issues. Figure out why and suggest recommendations
Case Facts
• The manufacturer # of orders

manufactures a
single standard light
bulb and is
responsible for R&D Revenue Size of orders
and processing
Profit Discounts
• The decline in profits
is a client-specific Cost Price per bulb
issue and is revenue Competition
driven driven
• Client has seen a

decline in price per
bulb due to
Raw Storage and Customer
R&D Processing Distribution Marketing
material transportation service
discounts
• They are forced to Forecasting

offer discounts due
to delayed delivery
• It is important to be MECE at all stages of this problem

Summary / Takeaways
• Use of value chain simplifies the problem and helps the interviewee provide targeted solutions
65
BAKERY SHOP
A bakery shop is experiencing a decline in profits since the past 6 months. I will start by analysing the customer journey which is as follows:
Figure out why. Awareness about bakery -> Customer Interest -> Travel to bakery -> Parking
Where is the bakery located? Does it have one branch or multiple branches? of vehicle if needed -> Entry into bakery -> Select items to buy (own or with
Does it sell online also? help) -> Placing order -> Billing and payment -> Waiting for order -> Dining or
They have only one branch in Delhi, with dine-in, takeaway and online sales. packed for takeaway -> Exit from bakery -> Customer satisfaction with food
Are there any other bakeries or similar food shops nearby? Are they also We have problems with parking. There is a construction work going on in the
facing the same problem? parking lot, hence customers can’t park their vehicles while visiting.
There are other bakeries nearby, but they are not facing a decline in profits. Got it. So, decline in customer visits and hence in revenue is due to the
So, it’s a company specific problem. I want to divide Profits into Revenue & parking problems. I’ll move on to cost now. Has cost increased for both online
Cost. Profits can decline due to 1. Decline in revenue or 2. Increase in cost or as well as dine-in/takeaway?
3. A mixture of both. Cost has increased only for the online segment.
The bakery is facing both decline in revenue and increase in cost. Okay. I want to analyse the cost factors and then drill down on the issue. The
I’ll start with Revenue. Is there a decline in revenue in both online sales and major costs for online sales will be maintenance of own website/app (if any),
dine-in/takeaway? commissions paid to food delivery platforms, marketing/promotions on such
The revenue decline problem is only in dine-in/takeaway segment. platforms, personnel handling online orders and their training, processing
Okay. Revenue can be divided into revenue per customer visit and number fees for online payments, packaging cost, delivery logistics (if provided by us).
of customer visits. Revenue per customer can be analysed as (Average Price) The delivery cost has increased.
x (Number of items purchased per customer visit) Delivery cost can be broken down into (Number of deliveries) x (Cost per
To analyse decline in number of customer visits, the problem can be delivery); Cost per delivery is dependent on vehicle used, vehicle utilisation,
analysed from Demand and Supply side i.e., whether there is a decrease in fuel cost, distance travelled, mileage.
demand or supply issues. Right. Due to the construction work, we have to take longer route to deliver.
It’s a demand side issue - the number of customer visits has declined. This has led to higher distance travelled and ineffective utilisation of vehicle
Since most bakery products are all-season, can I assume seasonality isn’t an leading to higher delivery costs. We can close the case here.
issue? Okay, thank you
Sure.
66
BAKERY SHOP
Problem Statement A bakery shop is experiencing a decline in profits since the past 6 months. Figure out why.
Case Facts
Supply
• Bakery has one
Number of customer
branch in Delhi with visits
dine-in, takeaway Customer journey -
Dine-in/Takeaways Demand
and online sales Parking
Revenue Revenue per
• Company specific customer visit
Online
issue - no other
nearby bakery facing
decline in profits Profit Fuel cost
Dine-in/Takeaway Distance travelled

Cost Cost per delivery
Cost factors - Delivery
Online Mileage
cost
Number of deliveries
Vehicle utilization
• Remember to ask about channels if there is a possibility of sales happening through multiple channels
Summary / Takeaways • Notice how the drill-down to the problem at every step is MECE and structured using formula, exhaustive customer journey, etc
• Clarify assumptions – even if it seems obvious
67
FRENCH MUSEUM
Your client is a museum in a city in France. Their profits have decreased, The number of people visiting would depend on the number of tourists
and they have hired you to find the cause and provide recommendations. visiting the city and the preference of tourists for the museum
I would like to start with a few preliminary questions. What kind of museum The number of tourists in the city have actually increased.
is it? How long have they been facing this issue? What is the magnitude of Interesting. This means that the preference for visiting the museum has
the decrease? Are there any competitors and have they faced this issue? decreased. I would like to divide it further into internal and external issues.
It is an art museum, and the only museum in the city. They have been There are no issues with the museum. It is an external issue.
facing this issue for the past 1 year – profits have declined by 15%.
Okay. Since it is an external issue, I would like to analyze the journey of a
Alright. I would like to start the analysis now. Profits is basically Revenue tourist in the city – they would arrive in the city, get an accommodation,
minus costs. A decline in profits can be due to a decline in revenues, an research on the places they want to visit or hire a guide/tour planner, and
increase in costs or a combination of both. Do we know what is happening? then actually travel to and visit the places.
The costs have remained the same. We have seen a decline in revenue. Let’s focus on the part where they decide the places to visit or go to tour
Sure. The major revenue sources for a museum would be sale of tickets, guides. We have a partnership with guides – they bring visitors to us.
auctions, donations and sales from any shops in the museum. Visitors research places to visit online these days - are they able to easily
We don’t conduct auctions or receive donations. Our major revenue find information about us online? For the tour guides, have we reduced their
streams are ticketing (80%) and sales from an in-house restaurant (20%). incentives or is some other tourist attraction paying additional incentives?
Okay, since the most significant driver of both the revenue streams is the Correct, Disneyland has opened in the city last year, and guides are diverting
number of people visiting, I would like to analyze ticket sales first all tourists there. They are also running ads online to attract more visitors.
Sure, go ahead. Just a heads up, the museum is visited by tourists majorly Alright. I would give a few recommendations to potentially increase our
Okay, The ticket sales would depend on the number of people visiting the revenues: 1) We can increase the incentives paid to the guides or give bulk
museum and the average ticket price. Have we changed the ticket price? discounts for tickets, 2) We can organize special talks with artists or events
that attract the target audience basis a financial feasibility check
No, the number of people visiting the museum has declined. 68
FRENCH MUSEUM
Problem Statement Your client is a museum in a city in France. Their profits have decreased, and they have hired you to find the cause and provide
recommendations.
Case Facts
People
• It is an art museum, Visiting the
and the only City
museum in the city # of people
visiting External Customer journey –
• Facing 15% decline museum Issue Disneyland opened
in profits since the Preference
past 1 year Ticket Sales for Museum
• Revenue streams - Internal

ticketing (80%), food Revenue Average
Ticket Price Issue
and beverage sales
from an in-house Profit Restaurant
restaurant (20%) Sales
Cost
• The interviewee mentioned revenue streams for a museum upfront, instead of asking the interviewer – shows good thinking
Summary / Takeaways • It’s a good practice to mention about some feasibility check that might be required while you’re giving recommendations (can also
incorporate numbers if given in the case)
69
BPO COMPANY
Your client is a BPO company operating out of India. They have witnessed Interesting. The staff costs would be # of employees multiplied by average
a significant decline in profits over the past 6 months. Help them identify salary per employee. Do we know what has increased in this?
the cause and give recommendations. The number of employees have gone up. We had made hiring commitments
before COVID and went ahead with that. We currently have an overcapacity.
What kind of customers does our client serve? Where are they located?
Also, we incurred additional costs in providing work from home
What is the timeline of the problem? What all competitors do we have? Are
infrastructure to our employees. Let’s move to the revenue side.
they also facing similar decline in profits?
Sure. Revenue would be dependent on number of contracts and the revenue
Our client serves customers across IT, Pharma, and Banking industries
per contract. Since the revenue per contract can’t change in a 6-month
based in Europe. We have been facing this issue for the past 6 months. We
period as most BPO contracts are longer than that, I assume it’s due to a
have several competitors who aren’t facing this issue.
decrease in the number of contracts that we have. I would like to analyze
Is the problem specific to any customer segment? Should I consider COVID? the same along the lifecycle of a contract.
Yes, the decline is majorly due to banking customers. There is a COVID Yes, that’s right. We have lesser contracts now. Go ahead.
component as well, however, the problem is broader than that.
The contract starts from the sales team pitching to potential clients, then we
Sure. I would like to start the analysis now. Profits is basically Revenue work on the assigned tasks, deliver the same to the client and finally
minus costs. A decline in profits can be due to a decline in revenues, an revenue is realized. Are we facing an issue at a certain step.
increase in costs or a combination of both. Do we know what is happening?
Yes, we are facing an issue at the sales step. We are pitching more than ever
It is a combination of both. The revenues have declined by 5% and the costs but not winning enough contracts.
have gone up by 10%. Let’s start the analysis with cost.
Interesting. The sales would depend on the number of clients pitched and
Alright. I would like to list down the major cost headers for a BPO company. conversion rate. As mentioned by you, here the latter has decreased. It
The major ones are staff costs, server costs, and utilities. Do we know what could be due to internal reasons like the decline in performance of our sales
is causing the increase? team as well as external reasons like competitors offering better services.
The staff costs have gone up.
70
BPO COMPANY
Right. The clients are moving to our competitors. The clients in Europe
desire integrated services and our competitors are selling a bundle of
consulting, IT and BPO services, whereas we offer only BPO services. We
want to improve our revenues in the next 6 months. What should we do?
Setting up our own consulting and IT verticals won’t be possible in the given
timeline. Hence, we can explore M&A with some local firms offering these
services, which will bring in their clients and complement our BPO services.
Local firms will have local sales-personnel who’d help us understand the
local landscape and help in better conversion. If closing an M&A in such a
short-term is not possible, we can develop a revenue sharing agreement
with firms that offer the require services and try to offer a combined service
to the client
Great. We can close the case here. Thank you!
71
BPO COMPANY
Your client is a BPO company operating out of India. They have witnessed a 15% decline in profits over the past 6 months. Help them identify
Problem Statement
the cause and give recommendations.
Case Facts Profit
• Client is facing lower

revenues and higher Revenue Costs
costs
Revenue/contr
• Client has three #Contracts Salaries Server Costs Utilities Miscellaneous
act
kinds of customers,
however issue is Revenue Total
only with Banking Sales Work Delivery
Realization #Employees
• Decline is 15% in 6 Average

#Clients Conversion
months: very large in Salary/
pitched Rate
short term employee
Internal Issues
External Issues
• Sometimes, a lot of redundant information can be given in the problem: being MECE helps ensure you’re clear on what you’re tackling
Summary / Takeaways and why
• An easy way to bucket is to examine things as multiples of independent metrics
72
HIGH-END RESTAURANT
Your client is a high-end restaurant in Khan Market, Delhi. Their profits Oh. Interesting. A higher AOV implies that either we are serving larger groups
have been declining for the past 2 months. Identify the root cause. or premium clients. Do we have any information on this?
Yes, we have started serving larger groups now. In fact, to accommodate
I would like to start with a few preliminary questions. What kind of cuisines
larger groups, we have clubbed some of our smaller tables to make room for
does it serve? Is it dine-in only? Should I consider the COVID scenario? Are
more people on the same table.
there any competitors in the locality? Have they faced similar decline?
This would have decreased the number of tables for couples/smaller groups.
Consider a pre-COVID scenario. The restaurant serves Italian cuisines. We
Have we seen a decline in these customers?
offer dine-ins, takeaway & delivery orders. We do have several competitors
in the locality, however, none of them has faced a similar decline. That’s Right. The number of couples/smaller groups has declined sharply.
Okay. I would like to start the analysis now. Profits is basically Revenue I think we have arrived at the root-cause for the revenue decline
minus costs. A decline in profits can be due to a decline in revenues, an Yes, Let’s analyze costs next.
increase in costs or a combination of both. Do we know what is happening?
Costs can be divided into the following – Variable costs (Raw material costs,
It is a combination of both. cooking costs, servicing costs, billing costs) and fixed costs (Rent, Utilities
Sure. I would like to start with the revenue side if that’s fine. and Salaries). Do we have any information on what has increased?
Go ahead. The raw material costs have increased.
Revenues would be a sum of the three kind of orders – delivery, dine-in and Despite a lower raw material consumption, our costs have increased. Have
takeaway. Have we faced a decline in all three or a particular segment? we changed the supplier? What is our arrangement with the supplier?
Only dine-in revenues have declined. No, we haven’t changed the supplier. Our supplier provides all raw material
every morning. He offers additional discount for larger orders.
Alright. Dine-in orders would depend on the number of tables in the
restaurant, average occupancy and average order value. A decline can be Alright. Since our orders would have become smaller due to falling demand,
due to a decline in either or all of these. Do we know what’s the case? the discounts would have reduced. Hence higher costs. Is it the reason?
The average order value (AOV) has increased. Right. We can close the case here.
73
HIGH-END RESTAURANT
Problem Statement Your client is a high-end restaurant in Khan Market, Delhi. Their profits have been declining for the past 2 months. Identify the root cause.
Case Facts Profit
• The client is facing

declining profits
Revenue Costs
since past 2 months
(pre-COVID)
• No other
Delivery Take-Away Dine-In Fixed Costs Variable Costs
competitors facing
similar issue
• Restaurant serves Number of Average Average Order
Rent Raw Material
Italian cuisine across tables Occupancy Value
delivery, take-away
and dine-in Size of the
Utilities Cooking Costs
Order
Contents of Servicing
Staff Salaries
the order Costs
Billing Costs
Summary / Takeaways • Costs could also be looked at through the lens of the value chain
• Please don't start listing possible options and rather make use of some structure
74
HOSPITAL CHAIN
Your client is a hospital chain located in suburban Mumbai which is A general hospital could have multiple revenue streams – consultancy fees
experiencing decline in profits since last 6-8 months. Figure out why. charged for check-ups, diagnostic fees for carrying out tests and sale of
Okay. I would like to ask few clarifying questions to understand the problem medicines by pharmacy, if any in the hospital. Do we have details regarding
statement in detail. How many hospitals are there in this chain and are all of decline in any?
them facing a decline in profits? The revenues from diagnostic services have declined here.
There are 3 hospitals in the chain & the problem is specific to just 1 hospital I can break-down the revenue as a function of No. of patients x No. of tests
What kind of hospital is this – a general hospital or a specialty hospital per patient per year x Avg. price per test. Which one of these have fallen?
catering to any specific disease? In terms of the ownership, is it a The no. of patients have fallen.
government or a private hospital? Also is there any specific customer Interesting. The no. of patients have fallen yet the consultancy fees hasn’t
segment we cater to? declined. Is it a supply side issue wherein we aren’t able to cater to
It’s a general hospital owned by a private player. The hospital majorly caters customers or a demand side issue wherein the customers aren’t visiting us in
to the people living in nearby areas across all income segments. first place?
We don’t have any constraints in terms of supply. The demand from
Since, it’s a general hospital I presume the client would be facing
customers have fallen.
competition from the nearby hospitals. Do we know the no. of competitors,
trend in market share and whether it’s a client specific issue? I would like to analyse it across the entire customer journey which I would
There are two more hospitals in the nearby location. Client has been losing break down into 5 components – need, awareness, affordability, accessibility
market share in the said period to them so it’s a client specific issue. and customer experience. Should I go through them one by one or do we
know the issues lies in which component?
Got it. The decline in profits could be due to fall in revenue, increase in cost
or a combination of both. Since the market share of client has fallen, I We can look at the awareness component in detail.
presume it would be majorly due to fall in revenues. Do we have any details There can be multiple channels through which patients could be aware about
around it? a hospital. It is majorly through word of mouth, doctor referrals, print media
You’re right, the revenues have declined while the costs have remained the and digital media.
same. Can you figure out why? The no. of referrals made by doctors have declined in recent past.
75
HOSPITAL CHAIN
So, the referrals can be from existing doctors or the new doctors which we
would have enrolled. Is the decline specific to any one or its across the
board?
The referrals coming from new doctors have declined with more doctors
referring to our competitors.
Got it. I would want to structure the no. of referrals into a funnel - 1) No. of
doctors identified by our sales team 2) No. of doctors to whom our hospital is
pitched 3) No. of doctors convinced about our offering 4) No. of doctors
onboarded 5) No. of onboarded doctors who actually give referrals.
The problem lies in the onboarding stage. Even though the doctors seem
convinced about our offering, very few of them are onboarded successfully.
Onboarding would typically involve execution of a contract. It can have two
aspects. First is terms & conditions of the contract and second would be
convenience associated with executing the contract in terms of time,
documentation, mode of execution etc. Since, the doctors are convinced
about our offering, I presume the problem would lie in convenience front as
they would be well aware of terms & conditions.
Yes, the client takes 10 days to execute a contract whereas the competitors
are able to execute them in a day itself. What can the possible reason for it?
Since, the time difference is drastic & it has been observed in the recent past,
I think it can be related to mode of execution in terms of offline & online.
Correct. The competitors have started digital mode of contract execution but
the client still uses the offline mode. That would be it. Thank you.
76
HOSPITAL CHAIN
Problem Statement Your client is a hospital chain located in suburban Mumbai which is experiencing decline in profits since last 6-8 months. Figure out why.
Case Facts
Need
• Recent problem Old Doctors

specific to one Consultancy Fees Supply Awareness
hospital No. of patients New Doctors
• Loss of market share Demand Affordability
to competitors Diagnostic No. of tests per
Revenue
Charges patient per year
Profit Accessibility
• Issue with the rent
agreement of outlet Cost Avg. price per test
units Sale of Medicines Customer
Experience
Value Chain of Referrals
No. of doctors actually

No. of doctors identified No. of doctors pitched No. of doctors convinced No. of doctors onboarded referring
• Being MECE in all steps of a value chain requires care to avoid getting stuck
Summary / Takeaways
• You’re not expected to know technical details like revenue streams of a hospital, ask for interviewer’s help after listing the obvious ones
77
FLOWER SHOP
Your client is a flower shop chain that has two branches. One branch is Okay, thank you. I would like to analyze the demand side of the volume sold
profit-making, while other is loss-making. Figure out why. by going through the customer journey which can be divided into multiple
Okay, I would like to begin by asking some preliminary questions. Could you buckets such as
please throw some light on the location of these branches, the types of 1. Pre-purchase which includes – Need, Awareness, Shop Accessibility;
flowers they sell and also for how long is the client facing this issue? 2. During purchase which includes – Affordability, Availability, Ambience,
Product Accessibility, Product Selection & Purchase Action
Both the branches are in different neighborhoods in the same city. Both the
3. Post purchase which includes – after sales support
branches receive similar flower supplies from the same supplier. The issue
That’s a good way to structure customer journey. You can focus on During
has been persistent for quite some time but that’s not relevant
purchase bucket
Sure, thank you! I would like to take a structured approach to analyze the
Okay, again since the pricing between the two shops is same & since both the
situation. I would analyze profits by dividing them into revenue & costs.
shops sell similar flower all of which are procured from the same supplier, I
Within, revenue – I will look at price, volume & product mix whereas in the
would assume there is no issue in the affordability & availability bit. Is that a
costs, I will analyze the value chain to find out the source of the issue
fair assumption?
That sounds like a good approach. You can focus on the revenue aspect.
Yes, you are correct.
Okay, because you had mentioned that both the shops receive similar flower
Next is "Ambience." This could be a crucial factor. Could you describe the
supplies from the same supplier, I would assume that the difference is in
differences in ambience between the profitable & loss-making branches?
price of the flowers and/or in the volume sold in two shops? Is that okay?
Certainly. The profitable branch has a visually pleasing ambience because it
Yes, that’s a fair assumption. Just to give you further context, both the shops follows a First-In-First-Out (FIFO) approach, displaying the freshest flowers at
sell the flowers at the same rate. the front. On the other hand, the loss-making branch uses a Last-In-First-Out
Okay, so then I would analyze the volume sold in both the shops. To delve (LIFO) approach, displaying newer flowers at the back till older ones are sold.
deeper, the difference in the volume sold could arise from either the supply That's interesting. This difference in ambience affects the demand for the
side issue or from the demand side issue in both the shops. flowers in both the branches and hence the difference in profitability.
Correct. Since the supplier is the same for both the shops, the issue doesn’t Yes, you are correct. We can close the interview here. Best of luck.
lie on the supply-side. You can focus on the demand side
78
FLOWER SHOP
Problem Statement Your client is a flower shop chain that has two branches. One branch is profit-making, while other is loss-making. Figure out why.
Customer
Case Facts Journey
Profits
• Two branches – one Pre- During Post
profitable, another Revenue Cost purchase purchase purchase
loss-making
After Sales
• Branches are in the Product Need Affordability
Price Volume Value Chain support
same city but Mix
different
neighbourhood Demand Awareness Availability
Supply Side
Side
• Both branches have Shop
the same supplier, Customer Ambience
Journey accessibility
sell similar flowers at
similar rates
Product
Accessibility
Product
Selection
Purchase
Action
• It is important to always confirm your assumptions with the interviewer

Summary / Takeaways • Make assumptions basis some logic only. If you make an assumption in a branch where the problem lies, then it won’t be look good
• It is very important to listen carefully to an interviewer. A point made by the interviewer in the start could prove to be helpful towards the end
79
THERMAL POWER PLANT
Your client is a power plant based out of Chattisgarh who has witnessed a Okay, total raw material costs = total volume of RM required * price of RM
decrease in profits in the past four months. Find out why for all the required raw materials. For a thermal power plant, coal is the most
Okay, before I delve deeper in the case, I had a few preliminary questions. important raw material. So, should I focus on that first?
What kind of a power plant exactly was it – say Thermal / Hydro / Yes, you are correct. You can analyse the volume aspect as the prices of coal
Renewable? Given the power industry has multiple players such as have stayed constant or in fact even declined.
Generators / Transmission Cos. / Distribution Cos., in what part of the value Okay then the increase in costs can possibly be attributed to increased
chain does the client exactly operate? requirement of coal. The causes of this can be looked at in two aspects –
Fantastic questions. The client is a thermal power plant. It works in the 1. Internal reasons which includes – improper handling of Coal, or changes
electricity generation which is then supplied to Transmission Cos. in the supplier or the type/quality of coal
Okay, last few question, is this an industry wide issue or an issue specific to 2. External reasons which includes – political, economic, social,
the company? By how much quantum have the profits declined and how technological, legal & environmental aspects
much of it can be attributed to revenue & costs given profit is a function of Correct, there seems to be some issue in the quality of coal.
revenue & costs? Alright, this can again be looked upon in two aspects –
We don’t have exact data on this but you can assume that it is an industry 1. Interal aspects of coal mining done by supplier which affects quality -
wide issue. As far as quantum of profits decline is concerned, most of it can 2. External reasons that are having an impact on the quality of coal
be attributed to costs. Absolutely, it is because of the external reasons.
Okay thank you, I believe I have all the contextual information now. Since, Given, you had mentioned that this seems to be an industry wide issue, the
most of the profit decline can be attributed to increase in costs, I will look at major external factor that can impact the quality of coal is the environment.
the costs of the company by analyzing each part of its value chain Correct, it is rainy season currently. Can you connect the dots now?
Okay. Please proceed Alright, it seems that the moisture content in the coal has increased. This
means more coal is required to produce the same amount of electricity.
The value chain of a power generation plant will include: Raw material
Hence, there has been an increase in costs. Correct?
procurement -> Inbound logistics -> Power generation process -> Outbound
Correct. We can close the case here. All the best.
logistics -> Distribution. So, first – is there a significant rise in RM costs?
Yes, there has been a significant increase in raw material costs.
80
THERMAL POWER PLANT
Problem Statement Your client is a power plant based out of Chattisgarh who has witnessed a decrease in profits in the past four months. Find out why.
Case Facts Profits Power Industry Structure
• Client is a thermal Power Power Power

Revenue Costs End-user
power plant that is generation transmission distribution
into electricity
generation Value
Chain
• Problem seems to be Raw Inbound Power Outbound
an industry wide materials logistics generation logistics
issue
Price Volume RM Type
• Most impact of cost
increase on profits
decline Internal External
• Prices of Raw
Handling Quality Supplier PESTEL
materials have
stayed constant /
have declined Internal External
Coal Environme
mining nt
• Some cases may go on for longer & it can happen that beyond a point, you may not be able to structure your thoughts
Summary / Takeaways • In such cases, the easiest way to structure is by categorizing the points into two buckets – internal reasons & external reasons
• In this case the first internal/external split looks at company related issues whereas the second internal/external split looks at coal-specific issues
81
HOTEL CHAIN – VALUE ADDED SERVICES
Your client is a hotel chain and has witnessed a decline in profits in the past Okay, so have we witnessed a significant decline in the number of the rooms
few months. Find out why. that were booked, or the number of times bookings were done?
Okay, before I delve deeper in the case, I had a few preliminary questions. No, the bookings & the no. of hotel rooms have more or less stayed constant
How big is the hotel chain? Which geographies does the hotel chain operate Alright, so it seems the source of the revenue & thus profits decline lines the
in? In which geographies exactly are we witnessing this issue? Is this an in the additional value-added services that the hotel offers? So, should I
industry wide issues? Who does the hotel chain think of as its competitors? proceed with analysing these services?
The hotel chain has 15 hotels across India. The issue persists in one hotel in Yes, please go ahead
Delhi. This is a hotel specific issue & competitor data is irrelevant for now. Since it is a luxury hotel, I believe the hotel must be offering a wide range of
Okay thank you. Just a few more questions – what type of a hotel change services –
exactly is it – luxury, middle-income, low-priced hotel? Who are its target 1. In room facilities – Room dining, TV, WiFi, extra beds
customers and finally what are the kind of services / amenities does it offer? 2. Out-room facilities – Laundry, cab services, concierge, recreational
Good question. The client is a luxury hotel chain visited by majorly corporate Is there any particular segment that you want me to focus on?
guests & high-income families. Apart from hotel rooms, it has services such Correct, you can focus on the recreational bit within out-room facilities
as room dining & multiple additional value-added services. Alright, thank you! So recreational services such as spa, gym, tourist travel
Sure, thank you! I would like to take a structured approach to analyze the services, other corporate offsite event activities are usually offered in a
situation. I would analyze profits by dividing them into revenue & costs. luxury hotel. So, are we witnessing any significant change in any of the above
Within, revenue – I will look at price, # of hotel rooms, # of times the rooms activities?
were booked across the year & revenues from other streams whereas in the Correct, the revenue has declined from the spa services.
costs, I will analyze the value chain to find out the source of the issue Alright, as per my current understanding – services such as spa are usually
That sounds like a good approach. You can focus on the revenue aspect. outsourced to third party contractors who pay a % of their total revenues or a
Okay, so have we witnessed any significant change in the price of hotel fixed fee to the hotel chain. Is this how the spa operates in this hotel as well?
rooms even though I believe that since the issue is specific to this hotel that Absolutely, there is a third-party contractor who pays a fixed % of the
might not be the case? revenue to the hotel and the spa services booking can only be done through
Correct, the prices of the rooms have stayed constant. reception which helps the company track the revenue of the spa
82
Alright, so the decline in the revenues could be either because the %
commission that is given by the spa contractor to the hotel has decreased or
because the total revenues of the spa have decreased.
Correct, the total revenues of the spa have decreased. You can analyse that.
Alright the total revenues of the spa is a function of the price of the services *
number of bookings done for all the kinds of services that are offered. So, are
we witnessing any particular change in any of the above?
Correct, the total revenues of the spa have decreased because the contractor
has abruptly increased the prices of its services which have impacted the
volumes of the services. Why do you think an increase in prices of spa
services would have affected high-income guests who usually visit this hotel?
I agree, this could either be because of the following reasons –
1. Even high-income guests could be price sensitive
2. They may not be seeing enough value for money in the spa services as
high-income guests could be looking for enhanced services with the
additional price increase
3. They might be lured to other recreational activities such as gym & tourist
activities
Perfect, I think we can close the case here.
83
Problem Statement Your client is a hotel chain and has witnessed a decline in profits in the past few months. Find out why.
Case Facts Profits

Recreational
• Client is a hotel
chain that has 15 Revenue
hotels across India.
The issue is being Spa Gym Travel activities
Value added
faced by only one Price Volume
services
hotel and it is not an
industry wide issue In-room Out-room
Total Revenue % Commission
facilities facilities
• It is a luxury hotel
with corporate
Laundry
travellers & high-
Price Volume Service mix
income families as
its target customers
Concierge
• The hotel offers a
Increase in prices
wide range of value-
Cab services
added services in
addition to hotel
rooms Recreational
• It is always important to be structured during the case interviews.

Summary / Takeaways • Some interviews can go on for a long time. In such cases, it is important to remain calm and always try to have a structured approach
• To ensure there is no error, it is better to confirm every step of your solution before directly proceeding.
84
RESORT IN GOA
Your client is an owner of a resort in Goa who is facing declining profits. Okay, so number of customers decreasing can be a problem from supply side
Find out why or demand side or both? Is there any specific side I should focus on?
Okay, before I delve deeper in the case, I had a few preliminary questions. You can focus on the demand side. There are no changes in the supply side
How long has the resort been seeing declining profits and in which pricing from the resort’s end or any other issues on the resort’s end.
segment would you say the resort operates in ? Okay let me break down the demand further by looking a the customer
journey – Is there any decline in the need or awareness for the customers? Or
Fantastic questions. The client is facing declining profits for the last 3-4
any changes in the accessibility or availability for the customers? Additionally,
months. The resort has positioned itself in the luxury/premium segment
is there an issue regarding affordability for the customers ?
Okay, last few questions, who are the key clients for our resort and what are
Correct, there seems to be some issue in the affordability.
the services that the resort offers to its clients ?
Alright, this can again be looked upon in two aspects Internal and External.
The key clients are families and corporates. The resort offers typical services
Since there is no issue on the resort’s end, I will start by focussing on external
such as stay services, dining through restaurants and leisure activities for
factors. Has there been any political unrest in the area or some policy
people to enjoy.
changes? Has the income of potential customers gone down ?
Okay thank you, I believe I have all the contextual information now. Since
None of those reasons are related to our case here.
profits is a function of revenues and total costs, a decline in profits can be
Okay, has there been any changes in the competitive landscape of the area?
due to decrease in revenues or a rise in costs or a combination of both
For instance, are there any new competitors that have opened up?
decline in revenues & increases in costs. Can you please tell me which one I Yes, there is a new competitor that has opened up.
should focus on first? Alright, it looks like the competitor is attracting customers through some
Okay. Please proceed by first analyzing the revenue aspect.
marketing scheme.
Revenue for a resort will be a function of a services offered, pricing and Right. The new resort is offering attractive price discounts and cashbacks to
number of customers. So firstly, is there a decline in the number of customers. That is the root cause. Now, please give some recommendations
customers that are visiting the resort? Sure, the resort can offer short travel packages and also offer loyalty points
Yes, there has been a decline in the number of customers. The resort has to its repeat customers. They can also adopt bundling strategy for their
empty rooms on many nights. existing services.
85
RESORT IN GOA
Problem Statement Your client is an owner of a resort in Goa whose profits are declining. Find out why.
Case Facts Profits

New Resort
• Client is seeing
declining profits for Costs Revenue
past 3-4 months Cashbacks Discounts
• The resort operates Number of

Product Mix Price
in the premium Customers
segment
• Key clientele are Supply Demand

families and
corporates
Need Awareness Access Affordability Availability
• The resort offers
stay, dining and
leisure activities
Internal External
Utility PESTEL Competition
• Profitability cases follow a set framework which if followed can lead you to the solution in a structured manner
Summary / Takeaways
• In such cases, the easiest way to structure your solution is to keep eliminating parameters as variables are limited and there isn’t much variability
86
DEODORANT COMPANY
Your client is a Deodorant company and they’ve seen a 20% decline in Alright, so I’ll break down quantity demanded in a time frame as follows:
profits over the last 4 months. You need to figure out the cause for the Qty. demanded = No. of customers * Deodorants purchased per customer.
same. Deodorants per customer in a time frame is proportional to -> Number of
Okay, before I delve deeper in the case, I had a few preliminary questions. sprays * Qty. per spray / Volume of one bottle in same units. Just to check, do
What part of the value chain does our client operate in? What is the product you think this is a comprehensive break-down of items or should I add any
mix, and who do they sell to? Is it an industry-wide issue or unique to us? other element to it?
Good questions. The client operates end to end in the value chain. They sell Yes, you are correct. This is great. We know that there has been a decline in
deodorants to wholesalers & retailers. They have 2 variants – Gasless & qty. per spray which is leading to the issue we’re facing.
ordinary, and the decline has been uniform across the variants. This decline Okay, to look at this decline I’d like to go through the process map of a spray.
is unique to our client. There’s deodorant kept in the bottle, and a straw pulls it towards the nozzle,
Okay, I think I’ve got the hold of the issue. Profits being a function of which then sprays out the deodorant. The problem can either be with the
revenue and cost, do we have any data on which of these has been an issue? quality/thickness of the straw or the size of the pore of nozzle. Is that fair?
Yes, we have seen a decline in our revenue and interestingly, our cost has Correct, you’ve identified the problem. We recently changed the supplier of
also reduced a bit. Focus on revenues for now. our nozzle and the new one has a smaller pore. We’re done with the case! Do
Okay, that’s interesting. Revenues can decline because of a drop in prices or you have any recommendations?
number of deodorants sold, or a change in the mix of gasless & ordinary Sure, before I proceed to the recommendations, I’d like to confirm if the
deodorants sold. Is it okay if I assume that we’ve no other revenue stream? decline in cost was due to change in nozzle type?
Bullseye!
Sure, we know for a fact that product mix isn’t an issue. We have seen a
I’d like to break-down my recommendations into 2 parts – Long-term and
decline in unit sales across the mix. And yes, this is our only revenue stream.
short-term. For the short-term, I’d suggest getting back the old nozzle
Understood. A decline in number of units sold can either be because of a
because the purpose of cost reduction got defeated by revenue reduction.
demand side issue, or a problem in our supply. Do we have any information
For the long-term, we can either play on how the new nozzle enhances
on whether the issue related to demand or supply?
current product offering or we can reduce the quantity per bottle.
You are right, there has been a decrease in quantity demanded. Please look Sure, good recommendations. Thank you!
into that.
87
DEODORANT COMPANY
Problem Statement Your client is a Deodorant company and they’ve seen a 20% decline in sales over the last 4 months. You need to figure out the cause for the same.
Case Facts Revenue
• Decline in profit by
20% over 4 months Price Product Mix Quantity
• The decline is
uniform across 2
product categories. Supply Demand
• The client operates

end-to-end in the No. of buyers Qty. per buyer
value chain.
• This is a company-
specific issue. Sprays per day Qty. per spray
Straw Nozzle
Nozzle pore
• Always break down problems mathematically to the maximum extent possible. This will help reducing errors in identification.
Summary / Takeaways • Always check with the interviewer if your approach makes sense to the interviewer. Clarity in communication is the most important part of the case
discussion.
88
MARKET ENTRY
89
FRAMEWORK (1/3)
Client is considering entering a new market. Your goal is to recommend whether or not they should enter it (through various means).
For these types of cases, it is common that the client is looking to invest in the expansion and get returns. In addition to financial
OVERVIEW feasibility of the plan, one must also test: Likelihood of implementation success based on industry conditions and firm capabilities, Risk
Assessment
Some key points of discussion are as below
Strategy Economics Risks PRELIMINARY QUESTIONS TO

CONSIDER*
• Why are they thinking of • New Market Conditions • Barrier to Entry
market entry? • Market Size • Regulatory Barriers • What business is the client
• Growth • Possible Revenue • Financial Capabilities operating?
• Mature current market • Possible Growth • Existing Players and their • How the client performing
• Response to competitors • Competition in New Market market share currently?
• Resources and Capabilities • Market Share • Porter’s Five Forces • Does the client have any prior
• What does the firm have • Pricing your product vis-à- • Risks experience in the new
that makes them think they vis competitors • Implementation market/geography?
will be successful? • Parameters to Consider • Political • What is the aim of the client?
• Brand • Investment Required • Currency (Revenue, Profit, Payback Period
• Patents • Client Capacity to invest • Other macroeconomic etc.)
• Local Expertise • Expected Revenue factors • How is the competitive landscape in
• Mode of Entry • Expected Profits the new market?
• Self Launch • Payback Period for • What are the client’s capabilities
• Acquisition investment and bottlenecks?
• Joint Venture
For a comprehensive framework, refer to the next slide *3CP Framework can be used
90
FRAMEWORK (2/3)
Objective Aim of the company? Evaluation metric?
Company analysis Resource assessment Core competency? Any patents / licenses?
Org. readiness Any previous experience? Skills? Risk appetite?
Market attractiveness Market size? Profit margin in the industry? Growth rate? Next slide
Industry Analysis Customer analysis Customer needs / preferences? Do we meet them?
Market Entry Competitor analysis Competitor strategy? Use 7Ps framework

Framework
Financial feasibility Does the company have financial strength to back this growth?
Implementation feasibility Operational feasibility Sales & distribution strategy? Logistics & supply chain?
Regulatory Factors Any regulatory barriers?
Market entry options Organic / Inorganic? Exporting / Licensing? JVs / Acquisition?

Mode of Entry & Risks
Risk analysis &
mitigation PESTEL analysis & determine mitigation strategies
91
Another often used framework for GTM / Market Entry cases is Market Attractiveness / Financial Feasibility -> Operational Feasibility -> Risks.
FRAMEWORK (3/3)
Example: Estimate the market size of refrigerators in India
MARKET SIZING High Income
Once the preliminary questions have been answered and the

situation looks favourable, market sizing needs to be done to Urban Households Medium Income
Population of India
understand the financial viability of the market entry. This
guesstimate can be done either through a top-down or bottom-
Low Income
up approach.
MARKET SHARE High Income

Understand incumbents’ market share and estimate the possible
market share for the client. This is essential to understand the Rural Households Medium Income
serviceable obtainable market (SOM) for the client
PRICE Consider Units/Household and Average Life Span of a Low Income
Refrigerators to arrive at the final market size
If the client does not have a price point for the product/service in
mind, you can use any of the approach covered under ‘Pricing’ Once the market size and other financial parameters have been estimated,
frameworks to estimate the price. conduct a feasibility study for implementation.
FIXED COST
Production Distribution Marketing After Sales
This is the initial capital invested by the client in building capacity
and adding resources when entering the market
92
EDIBLE OIL MANUFACTURER
Your client is an India-based edible oil manufacturer. They are strong in the Growth Rates North West East Central
Southern part of India with ~98% market share. They want to enter new Sunflower Oil -4% 0% 2% 15%
markets – you need to draft GTM strategies for the same. Health Based Oil 12% 5% 25% 50%
Okay. Can you tell me more about the client? Is edible oil their only business Demand
or they have any other source of revenue as well? What is their product Sunflower Oil 80% 80% 10% 95%
mix? Do they manufacture the products inhouse? How do they distribute it? Health Based Oil 20% 20% 90% 5%
Does the client want to enter new markets because the market has
saturated in South since they already have a high market share, or is there North West East Central
any other reason as well? 85% - 3 players 85% - 2 players 25% - 2 players 35% - 3 players
Edible oil is their only business. They have 2 types of oils – sunflower oil or 15% - 10 players 15% - 75% - fragmented 65% - fragmented
vegetable oil, and health-based oils (soybean, coconut, mustard, etc.). They fragmented
manufacture it in-house, and distribute it through third party distributors.
This is the data available, you can recommend basis these numbers.
They want to enter new markets because the current market is saturated.
As per this data, firstly I will not target North because 3 players have
Okay, thank you. Are there any particular markets that are being
dominated the market and it would be tough penetrating the market.
considered? Is it restricted to India or can we explore international markets
Additionally, in sunflower oil even though there is high demand right now it is
as well? When is the client looking to enter these markets?
declining. Next, I would also not target West because majority of the market
The aim is revenue growth since the south Indian market is saturated. We
is of sunflower oil but it is stagnant. When I look at the other two markets, I
are currently considering the north, east, west and central India. We are
would target health-based oil segment in East region, because it has a high
open to international markets as well, but for this case consider India only.
demand and is also growing at a high rate. In Central even though health-
You need to figure out which market to target first.
based oil segment has a very high growth rate, the demand for health-based
Is the demand of both products similar to South India in each of these
oil is not attractive. I can look at expanding into sunflower oils in the central
regions? Can you tell me if the market is growing for each of these
region after entering the East region.
products?
That sounds good. Thank you.
No, the demands and growth rates are different.
93
EDIBLE OIL MANUFACTURER
Your client is an India-based edible oil manufacturer. They are strong in the Southern part of India with ~98% market share. They want to
Problem Statement
enter new markets – you need to draft GTM strategies for the same.
Case Facts
• Client is an Indian
based oil-
manufacturer with North Major market declining
98% market share in Market leader in
Company analysis
South South
Attractive market growth
• Products – Health Central but more competitive
Market Entry Framework than East
based oil & Market
sunflower oil attractiveness Attractive market growth
Industry analysis East & less competitive
• Aim: Enter other landscape
regions in India since Customer analysis
South Indian market
is saturated Large portion of market
West
stagnant
• Further data is given
in the prompt
• In some cases, you will be asked to interpret the data. In such cases, it becomes important that you first take few minutes to analyze the data
Summary / Takeaways • Don’t panic in case you are not able to make sense of the data at first. Slowly, just read through the data while discussing with your interviewer
• It is always better to first introduce the entire framework to the interviewer and then move into individual branches (top-down approach)
94
BIKE TAXI LAUNCH
Your client is a cab hailing app. They have developed a new product for Sure, go ahead.
Delhi-NCR Market. Devise an end-to-end strategy for the launch. The major costs would be a) R&D costs and b) Variable costs like fuel, driver
salary. On top of that, our client would expect a margin. Do we have any
I would like to ask a few preliminary questions. What exactly is the
numbers for these or should I assume some?
product? What is the objective of the client? Is there a similar product in
the market? That sounds right. We expect no margin initially, but the drivers expect 20k
income per month, out of which he’d be paying the bike EMIs as well.
The product is a bike-taxi, you can consider it like Rapido. The objective
here is to analyze three aspects – market selection, pricing and Assuming 10 trips of average 5 km/day and a mileage of 50 km/L with fuel
implementation. Assume there are no similar products in the NCR market. costing approximately Rs. 100/L, we can calculate the fuel costs. We can also
do a similar analysis to estimate driver costs per trip assuming 30 working
Sure. That’s interesting. I would like to start with the market selection part.
days. This comes to around Rs.75/trip. However, the per km rate would be a
It would depend on state regulations (as NCR consists of Delhi, parts of UP
better way to describe it, which would be about 75/5 = Rs. 15/km.
and Haryana mainly), and demand of the product.
Calculation – Total trips: 300, Total distance: 1500, # of refuels required:
That’s a great insight. Can you elaborate about regulations and demand? 1500/50 = 30, Total cost: 3000 (fuel) + 20000 (salary), Cost per trip ~75
Yes sure. There are certain rules limiting operations of commercial 2- That’s the cost. How’d you set the price?
wheelers in the state of Delhi, hence we could start by launching either in
Willingness to pay can be estimated by using proxies. An auto rickshaw is a
Noida or Gurgaon. The demand would depend majorly on the customers
good proxy for end-mile connectivity, and they charge around 15/km. Since
we serve. I believe a good use case would be providing end-mile
we are providing a more convenient experience and saving time, we can
connectivity for metro passengers. Since metro coverage is better in
charge a premium over the cost and set around the price at Rs 20/km.
Gurgaon and there are several corporate offices, we should focus on that
for the launch. Okay. How to implement the product now? What all is to be taken care of?
Great. Let’s say we start with Gurgaon. How would you price the product? Implementation would start with onboarding drivers, launching the app, and
One way to start with the pricing could be to use cost-based value pricing, bringing in customers (promotion).
using the cost to set a minimum price, whereas analyzing willingness to pay Yes. Launching the app is simple. What would be an ideal candidate for a
to estimate the upper cap. driver? I want you to list down the criteria for onboarding drivers.
95
BIKE TAXI LAUNCH
The candidates should own a bike and have a driving license. I would
imagine a young/mid-age man who is comfortable using mobile apps. The
food delivery professionals are a good proxy.
Alright. Moving on to the promotional campaign – What would be the USPs
of your campaign? What channels would you use to promote?
Under the promotional campaigns, I would highlight 3 things – a)
Affordability, b) Time saved in traffic, and c) Safety. Since we are offering
end-mile connectivity to metro passengers, we can place hoarding inside
metro trains and metro stations. We can also set up billboards at office
spaces near metro stations where people would use our product to go to
the metro station post office hours.
Great. That’ll be all. Thank you!
96
BIKE TAXI LAUNCH
Problem Statement Your client is a cab hailing app. They have developed a new product for Delhi-NCR Market. Devise an end-to-end strategy for the launch.
Case Facts
Bike-Taxi Launch
• Client is a cab-hailing Strategy
app who is looking
to enter the Delhi-
Pricing (Cost-based +
NCR market Market Selection Implementation
value pricing)
• Aim: Launch a bike-
taxi service Promotional
Demand R&D Costs Onboarding Drivers App Launch
Campaigns
• Focus on market
attractiveness,
Define USPs to be
pricing & Demographics of
State Regulations Fuel Costs promoted in
implementation potential candidates
advertisements
• Product is like
Rapido and assume Driver Salary
that no competitors
Client Margin
• While this case could have been solved by the recommended framework, it is not necessary to always force-fit a framework
Summary / Takeaways • In this case, the candidate seems to have contextual information about the Delhi region. However, it is okay if you don’t have this information. In most
cases, the interviewer will introduce any important information during the discussion
97
CHEMICAL COMPANY
Client is a US-based chemical company looking to enter the Indian market. Only certain Northern states receive snowfall, which is approx. 20% of the
You need to evaluate if the market is attractive for the client to enter. country. Therefore, area under snowfall will be 20%*35,00,000 = 7,00,000 sq
km. Now I will calculate the amount of chemical needed to melt the snow in
I’ve a few preliminary questions. What kind of chemicals does the client this area. Can you tell me how much chemical is needed to melt snow and
sell? Why have they chosen India as the target market? what is the usage frequency?
We sell patented chemical products used to melt snow. It is used in regions Seems good. You can assume that these regions receive approx. 100 cm of
with heavy snowfall. We have chosen the Indian market as it is a large snowfall each year, and snow is to be melted atleast 20 times a year. On
country and the current players are fragmented. average, 10 mL of chemical is required to melt 1 cubic metre of snow.
That’s interesting. I’ll structure the problem in two major parts – Estimating Using these numbers, the total chemical needed is 7,00,000*1000*1000
the market size and then the potential market share the client can capture *1*20*0.01 litres= 140 billion litres of chemical is needed in India every
if the industry is attractive. year. What is the price of this chemical? (calculation explained on next slide)
Sure. How would you estimate the market size? You can assume the average price is 0.5$ per litre.
I would use an area-based approach – I’ll estimate the area of India which Alright. This makes the market size as 140 billion*0.5 = $70 billion
receives heavy snowfall as that is the region where the product will be
Great. This seems like an attractive number for a segment of the chemical
relevant. Thereafter, I’ll estimate the quantity of chemical needed to melt
industry. How would you decide whether we should enter or not?
the snow in these regions, and multiply the total quantity by price to
estimate the total market size. I would like to understand the current distribution of players. Who are the
major players and what is the industry growth rate?
Seems right. Go ahead.
The industry has 8-10 players currently and none of them have a share of
To estimate the area of India, we can assume that it is similar to two
more than 8%.
triangles placed over each other. (The base of the triangle will be the east
to west distance of India and height of each triangle will be half the This seems like a fragmented industry. Can you please tell me a bit more
distance between top and bottom points of India). Making this calculation, about how our product differentiates itself from those of competitors?
Area of India will be 2*(1/2*base of triangle*height of triangle) =
Alright.
2*1/2*2500*3000/2 which is approx. 35,00,000 sq km.
98
CHEMICAL COMPANY
Our client has produced a patented solution in an independent research
which melts snow using lesser amount and this would bring down the cost
of thawing. So, given the scenario, should we enter or not?
The market size is attractive. With a patented product in a fragmented
market, I believe that the client can garner a good market share and should
enter the market.
Alright. How should the client enter the market?
The client could either enter independently, acquire small sized players in
the market, or do a joint venture with one of the major competitors. I
would suggest it would be better if the client goes into a Joint Venture with
a couple of the existing local players as the client would be able to use their
local understanding and local distribution network, which coupled with the
strong R&D capabilities and product of the client would ensure success.
Sounds good. Thank you!
99
CHEMICAL COMPANY
Client is a US-based chemical company looking to enter the Indian market. You need to evaluate if the market is attractive for the client to
Problem Statement
enter.
Area of snow-clad
Case Facts region
• Client is US-based Volume of snow

Height of snow
chemicals company present (in m^3)
Litres of chemical
required
• Produces chemicals Litres of chemical No. of times
Market Size
required per m^3 melting required
that are used to melt Price of chemical
snow Industry analysis per litre
• The chemicals have Competitor Fragmented

Market Entry Analysis market Calculations (in SI-Units – m/L)
a patent
Framework
Area of India 3500 10^3 sq.km
• Aim: Enter Indian Joint Venture Area of snow (in sq. km) 700 10^3 sq.km
market as it is a large Area of snow (in sq. m) 700 *10^3*10^3*10^3 sq. m
Mode of entry
& fragmented
market Independently Amount of snowfall (height) 1 m
No. of times melting required 20
Thus, volume of snow to be melted 14000 *10^9 m^3
Litres of chemical required per m^3 0.01 L

Total litres of chemical required 140 *10^9L
Price per litre of chemical 0.5 $

Total market size 70 Billion $
• Some cases can be a bit mathematical in nature. In essence, this case was majorly a guesstimate portrayed as a market entry case
Summary / Takeaways • In such cases, it becomes important to first delineate the exact approach for calculation. Calculate the numbers only after the approach is approved
• For simplifying calculations, it is important to bring units of all numbers in a standard format for instance SI units as is used in this case
100
ICE CREAM FRANCHISE
Our client is an Ice Cream franchise and is evaluating the possibility of Sure. We know that IPL is an event that garners an enormous crowd and
opening a new outlet in a Stadium in Chennai. Your assistance is required given that IPL is scheduled during the summer, it’s a great location to open an
for the same. ice-cream outlet. For the second aspect of economic viability, do we have any
Sure. Can you tell me more about the client? information about the prices of our client’s ice-creams? Also, what is the
The client is a well-known player in the Ice-Cream industry with branches maximum occupancy and occupancy rate of the stadium per match?
across the country. They serve the mid to high income consumer segment. Our client offers a variety of flavours with an average price of Rs 50/- per ice-
Okay. Why does the client want to open a new outlet in a stadium? cream. The stadium houses a total of 36,000 seats with an average occupancy
Everyone is aware of the sports frenzy in India. The client wants to make rate of 80% per match.
profits out of this while simultaneously promoting its brand to the Okay. Based on the information, the average footfall per match is 0.8*36000
spectators. = 28,800. The ticket price to the IPL matches is usually on the expensive side
Fair enough. What kind of stadium is it? Do we have any info on the matches and it is fair to assume that the spectators would be able to afford a Rs 50/-
hosted, frequency of matches etc.? worth of ice-cream. However, not all people fancy ice-cream & so I’d like to
Yes, it is a cricket stadium. It is set to host matches from the upcoming consider a conservative estimate of 60% of ice-cream purchasers. So, our
season of IPL, a significant event of the year. client’s revenue would come up to an average of 0.6*28,800*50 = ₹ 8,64,000
Okay. Before I proceed with the analysis, do we have any info on the other per match. Margins can be accordingly estimated.
stalls already present in the stadium? Sounds good. What would be the possible operating challenges?
There are several stalls selling snacks & beverages in the stadium. However, Catering to an extremely large crowd, especially when offering multiple SKUs,
currently there is only one stall among them that sells vanilla softy ice- can be very challenging in terms of estimating the raw materials required &
creams. the quantity of each individual flavour required. Also, handling the crowd at
Okay, I’d like to investigate the three main aspects of evaluation when the outlet could be challenging. But they can be dealt with by carefully
looking to open a new outlet in any location – Attractiveness of option, devised operational strategies. On the whole, opening a new outlet at the
Economic Viability and possible Operating Feasibility & Risks. Do you want stadium looks like a viable proposition.
me to look at any aspect in particular? Looks about right. That would be all, thank you.
Sounds good, can you quickly take me through each of these aspects
101
ICE CREAM FRANCHISE
The client is an Ice Cream franchise and is evaluating the possibility of opening a new outlet in a Stadium in Chennai. Your assistance is
Problem Statement
required for the same.
Case Facts
New Stall in a Stadium
at Chennai
• IPL is a significant
event that the client
wants to profit from Operational Feasibility
Attractiveness Economic Viability
& Risks
• The timing of the IPL
season & footfall per
match make it a Raw Material
lucrative option Footfall
Procurement
• There are several

snack stalls & direct Crowd Handling
competition from
vanilla softy ice- Potential Customer
cream seller. Base Inventory levels of
different SKUs
Price per unit
• Important to evaluative all 3 aspects of market entry

Summary / Takeaways • Follow MECE at each step of the evaluation to make accurate predictions of potential returns
• Figure out the ease with which hindrances can be dealt with and determine if it is a viable proposition
102
AUTOMOBILE MANUFACTURER
Your client is an automobile manufacturer based in India who is planning Alright! Since, most players already exist in the premium segment, is our
to enter a foreign market. Please advise them on the same client planning to enter the same segment or a different one?
I would like to ask a few preliminary questions before proceeding with this What would you advise our client to do?
case. Which automobiles does our client manufacture? I would advise our client to enter into the economy segment, primarily due
They make SUV cars mainly for the premium segment in India to two reasons
Alright, and why are they planning to expand into a different country? And why would you advise this?
They have 20% excess capacity in their manufacturing units and want to First, lack of options in the economy segment provides our client with an
utilize the same excellent opportunity and second, as many people in Saudi Arabia have
higher incomes, our cars with similar prices as that in India might fall in the
Do they have any country in mind? economy segment
Yes, they want to enter Saudi Arabian market with their SUVs and want you Alright! That makes sense. Let’s proceed with the case
to help them in pursuing this. Our client considers the market as profitable
in the future and has excellent relations with the Prime Minister of Saudi Sure! So, I would like to first check if it is financially feasible for the client to
Arabia enter Saudi Arabian market and then analyze the same from an operation
feasibility point of view. Does that make sense?
Alright! What’s the overall growth rate or automobile market in Saudi
Arabia? Yes. That makes sense. Let’s start with the financial angle
It is around 7% Sure. So, profits can be calculated by a formula of Market size, multiplied by
the market share and the margins earned. After this we can subtract the
Are there any other competitors for SUVs in the Saudi Arabian market?
fixed costs which will give us the profit figure
Yes, there are 6 major automobile competitors in the market. Out of these,
Sounds fair! Let’s estimate the market size of these vehicles in Saudi Arabia
4 players exist in the SUV market which sell mainly to the premium
segment
103
Yes! So, the total population of Saudi Arabia is roughly 4 crore which can be Perfect! Then coming over to the distribution angle. How do we normally
divided into a rural-urban split of 50-50. Since its SUVs, I would like to focus distribute our cars in the Indian market and how is it carried out in Saudi
more on the Urban sector and then we can come back to the rural sector to Arabian market?
give some percentage allocation. For the urban sector, the whole
In the Indian market, we sell through our own showrooms and third-party
population can be divided into 4 income segments – Lower class, lower-
distribution networks and its similar for players in Saudi Arabia
middle, higher-middle, upper class which can be further divided by 4 to get
SUVs per household As a new player who are selling extra capacity, it would not make sense for
us to open our own showrooms. Hence, we should explore third party
Alright. This sounds good. Let’s continue
distribution channels
From this number of households, we would apply a percentage factor of
But how would you get third party channels to sell your car? As mentioned,
households who own cars. Now this number will be higher for upper class
there are multiple players already existing in the market who are serviced
and higher income category than lower income category. Furthermore,
by these channels, and they’ll not want another competitor entering their
we’ll then apply another percentage factor for the households which own
country
SUVs. This would give us the total number of SUVs in the market
Yeah, that makes sense. But the motivation of a third-party channel to sell
That makes sense
our car would be affected by the following factors – commission, ease of
After this, we’ll have to assume the total life of an SUV and find out the business, demand for cars and past relations. In the shorter term, we can
number of new SUVs which will be bought during the year offer them higher commissions as well as ease in distribution through our
export channels. As the demand for our product increases, third-party
Perfect! Okay, let’s assume that it is financially feasible for us to enter Saudi
channels would be willing to sell our cars without higher commissions.
Arabia. Now I want you to figure out the operational aspect of it.
Additionally, due to our good relations with the Saudi Arabia government,
Sure! Since we already have extra capacity which we plan to utilize, I we can enlist their help in obtaining access to third party channels
assume that we won’t be facing any production issues. However, we will
Alright! Let’s dive into the marketing and promotional angle. How would
have to export the cars to the market. Does our client have the financial
you introduce the product into the new market?
resources to undergo export?
Yes, our client is ready to export the cars there
104
Sure! We would have to look at the various online and offline promotional
campaigns.
Before we go there, I would like you to look at an overall perspective –
what would be your branding levels, what would be you drive your product
promotion around?
Alright! So, I would like to look at the following aspects of the launch – the
SUV which we are offering, the pricing and customer segment and the
promotional activities.
Okay, that sounds like a structure. Let’s proceed
So, from the product angle, it should be best for us to drive our product
branding around the features of the product as well as the differences
between our SUV and the other SUVs. We should highlight the best
features of our SUVs and show how we provide these at a lower cost than
our competitors
But won’t our brand value be affected since we are a premium brand in
India?
You are right about that. In order to tackle the problem, we can sort this
situation by launching a sub-brand, especially one which relates more to
the Saudi population, or which represents some famous symbol of theirs
Alright! We can close the case here
105
Problem Statement Your client is an automobile manufacturer based in India who is planning to enter a foreign market. Please advise them on the same
Case Facts
Market Entry
• Client sells SUVs in
the premium
segment and is Financial Operational
Feasibility Feasibility
planning to sell their
extra capacity in
Saudi Arabia Distribution
Population
Production (third-party Marketing
• There are 4 other channels)
players in the Saudi Rural-Urban &
Arabia which sell Income Split Commission Product
SUVs
% owning cars
• Saudi Arabia Ease of
Pricing
represents an business
attractive % SUVs
opportunity, and the Demand Promotion
company has good
relations with the % buying SUVs
Prime Minister of Relations
the Saudi Arabia
• In this case, instead of formulating general promotional strategies, the interviewer asked to form a structure and look beyond the campaigns
Summary / Takeaways • While making estimates about any electronic product, it is always useful to look at the product life to get correct numbers regarding the usage in a
particular year
106
CONTACT LENS
Your client is a contact lens manufacturer & retailer based out of The client has excess manufacturing capacity at present. It wants to utilise
Western Indian. It is looking to expand its operations in other this capacity to capture market share & generate profits. Let’s just consider
geographies of India. You are required to draft the GTM strategy for it. new geographies & not discuss expansion in existing one. We can consider
North, South & East India as the regions & client has to select one.
I would like to ask few clarifying questions to understand the client. What’s the timeline we are looking to achieve the objectives?
What kind of contact lens do we manufacture and are we only limited to
it, or do we sell ancillary products like lens solution as well? Also, what is 5 years
the life of the lens? What is the competitive scenario in India?
The client has 2 kinds of lenses – regular use for corrective vision and There are 20 players operating in India (incl. our client) having roughly
fashion use lens which are typically colored lens. This is available across equal market share. Now all these are regional players again roughly
price segments ranging from economy to premium. Lenses have a life of 6 divided equally between the regions – North, South, East & West.
months.
Interesting. Is it fair to assume that there are no barriers to entry for
What is the current product mix, and do we want to sell both? regions?
90% regular & 10% fashion in terms of volume. Clients want to sell both. Yes. No barriers as such
Where is the manufacturing facility and how does it sell its products? I think I have enough data to proceed now. I would first want to evaluate the
Client has a manufacturing facility in Gujarat, and it sells products through economic feasibility in terms of volume & profits and then the operational
its own retail outlets in Tier 1/2 cities feasibility for each of the regions. Then, I can evaluate the associated risks
What is the reason for expansion and what objectives does the client wants That sounds fair. We can proceed with economic feasibility
to achieve? Also, by other geographies, do we have any specific area in For calculation of volume, I would look at the total market size and the
mind? market share that we can capture. Do we have any data around this?
Why don’t you guesstimate the market size for entire India for regular use
contact lens? You can just tell the approach without the numbers
107
CONTACT LENS
Sure. I would first divide India into urban and rural. Rural region would So, I’ll calculate the profits as Volume * (Revenue – Variable Cost) – Fixed
have lower use of contact lens. Then I would want to break it down by Cost. Since, we are taking 5 years, I’ll also factor the growth rates.
income & age. Again, low income and lower-middle income would have Assume the revenue to be 100 for simplicity. Variable cost is given as % of
low usage. Age 0-16 & 40+ would also have low usage. Then, I’ll consider revenue: 35% - North, 30% - South, 45% - East. Growth rates in volume are
percentage of people requiring glasses/lenses and then apply % for lens 12% - North, 8% - South, 8% - East. Fixed cost is same across regions
considering above factors. Then, I’ll factor in the life of lenses & multiply
We have assumed market share of 5% will be realized by year 5 end. For
the resultant figure by 2 (12/6). calculation should I consider 1% by year 1, 2% by year 2 and so on?
That’s sound fair. How would the approach change for fashion use lens? That’s how one would consider practically but for keeping calculation
I’ll ignore %age for corrective vision. Restrict the usage to upper income & simple, just assume 5% in year 1 and continue.
16-40 ages. I’ll further consider its use in fashion, theatre & film industry. I’ll calculate profits for north and south region only. East can be ruled out
Sounds good. Let’s consider you get a cumulative figure of 24 million because of higher variable cost but similar growth rate as south. I assume
through this. Now how would you go about market share? the reason for this would be higher transportation cost from Western
India.
We can assume that we’ll eventually become a 6-player in the region
having 1/6 regional market share in a period of 5 years. Since, we already Yes. We must only evaluate North and South. Why don’t you calculate year-
have experience in the business, it seems achievable. wise profits and the cumulative for 5 years?
Sounds a little aggressive but sure we can go ahead with this assumption. Region Year 1 Year 2 Year 3 Year 4 Year 5 Total
For the sake of simplicity, assume volumes are equal across regions. Why
don’t you work out the nos.? North 65 73 82 91 102 413
South 70 76 82 88 95 411
Sure. So, for each region volume is 6 million (24/4 regions). Annual volume
that can be captured by our client is 1 million (6/6 players) in a period of 5 All figures are in millions. The profits are oddly coming out to be similar
years. Now consider 2 scenarios – i) Operate for more than 5 years ii) Exit within 5
Okay. Let’s look at profits now. years. Which region would you consider under these?
108
CONTACT LENS
i) Would select North because of higher growth ii) Would select South
because of higher profits in initial years as present value would be higher
Correct. Let’s discuss selling channels for each of the products now.
We can have 2 selling channels – offline retail outlets (present model) and
online (own website or a marketplace like Flipkart, Amazon etc.). For
regular use lens, we can focus more on offline channel since new
customers would you apprehensive of purchasing lens without having a
look at it once. But for fashion use lens, we can explore the online channel
as well since most of its customers would be well-accustomed to online
shopping.
That sounds good. Thank you.
109
CONTACT LENS
Problem Statement Your client is a contact lens manufacturer & retailer based out of Western Indian. It is looking to expand its operations in other geographies
of India
Case Facts
Market Entry
• Client has 2 kinds of
lenses – regular use
for corrective vision Market Sizing Profits
and fashion use lens
which are typically
colored lens
Population
• Client has a North
manufacturing
facility in Gujarat, Rural-Urban &
and it sells products Income Split
South
through its own
retail outlets in Tier Age Split
1/2 cities
• Client has excess % requiring lens

capacity in its
manufacturing
facility Life of lens
• The case focused heavily on numbers and calculations. However, in any GTM case, you should ensure that you’re giving adequate time to both
Summary / Takeaways quantitative and qualitative factors
• The interviewer relied on cash flows for short term decision and growth for long term decision
110
PRICING
111
FRAMEWORK
While pricing cases can be asked on a standalone basis, they can also be asked in conjunction with market entry cases to estimate the
OVERVIEW potential revenues generated by the client upon entry. Your objective is to identify the best approach to estimate the price of the product.
Value Based Pricing

New Product Cost Based Pricing
(Innovation) Cost Based Pricing PRELIMINARY QUESTIONS TO CONSIDER*
Competitor Based Pricing
Pricing
Competition Exists • What business is the client operating?

Value Based Pricing • What is the product or service that is being
Existing Product offered?
(Modified)
Cost Based Pricing • What are the various uses of the product?
No Competition • How is it different from what is being offered by
the competitor?
• Who are the competitors and what are their
Value Based Cost Based Competitor Based prices?
• Expected margin
• Willingness to pay • R&D Cost • Existing Products • Substitute products
• Benchmark against • Production Cost • If new product, NPV of • Capital investments and expected payback
similar products • Fixed Costs substitutes period
• Opportunity Cost • Variable Costs • Supply-Demand
• Breakeven Period, Considerations
Margin
Note: Consider implications of price elasticity on demand of the product

112
KOREAN FERTILIZER MANUFACTURER
Client is a Korean conglomerate and wants to launch a new fertilizer in the Okay. To price the fertilizer, we cannot use competition-based-pricing
US market. Suggest pricing for the fertilizer. since there is no competition, and cost-based pricing also cannot be used
Okay, can you tell me more about the client? What is the main business of since we don’t know about the cost details, hence I think that value based
the client? Where does the client currently operate? pricing will be the best way to monetize this fertilizer. You mentioned that it
The client manufactures chemicals, fertilizers, and other petroleum accelerates the growth of fruits. By how much does time get reduced?
products. They currently operate in the Asian market. The time gets reduced by 20%.
Since the client operates in the Asian market, why are they targeting the US How much time does the normal cycle of apples take to grow?
market? It takes 90 days.
Fertilizers is not a big market in Asia due to low income of farmers, hence for Okay. This means that a farmer can grow 4 cycles in a year, taking 360 days.
high profits the clients want to launch it in US directly. Reducing time by 20% means the new cycle will be complete in 0.8*90 = 72
What is the new fertilizer? Is it different from the fertilizers people generally days, and the farmer can now grow 5 cycles in a year. What is the price of the
use in US? fertilizer that they currently use?
Yes it is a different to the existing fertilizers in the market, it accelerates the There is only one type of fertilizer in the market, which costs $40/kg.
growth of fruits. How much quantity do they generally require?
Does it work on all kinds of fruits or any specific types of fruits? Assume 1kg of fertilizer is required per acre and additional revenue per cycle
It has been tested successfully on apples; hence the client wants to launch it assuming 1 acre of land is $200
Okay, so clearly the farmer has the potential to earn additional $200 in
only for apples as of now.
revenue due to this fertilizer. However, the farmer will also have to born an
Does the client have a patent for this product? Does any similar competing
additional cost of $40 for fertilizer for each additional cycle. So a farmer’s
product that already exists in US?
additional profit for every new cycle of production is $160. Hence, the value
Yes, the client has a patent. No such similar product exists.
of this fertilizer can be at most $160.
Okay. Does the client plan to set up a manufacturing plant in US or import
the product? How are they planning to sell to the customers? That looks good, thank you.
That will depend on the revenues we are expected to generate, you can
ignore that for now. They plan to sell it through retail chains across US.
113
KOREAN FERTILIZER MANUFACTURER
Problem Statement Client is a Korean conglomerate and wants to launch a new fertilizer in the US market. Suggest pricing for the fertilizer.
Case Facts
• Client is into
chemicals, fertilizers
& petroleum
products New product
Additional revenue
• US is a bigger market Pricing Competition exists
generated
hence client wants
Existing product
to enter Value based pricing
(innovation)
• The fertilizer helps in No competition Extra cost incurred
fruit growth (20%-
time decrease) Cost based pricing
• Client has a patent &

there are no exact
competitors
• Since it is a new fertilizer, value-based pricing is used

Summary / Takeaways • Here value is derived basis additional revenue & additional costs incurred i.e. overall additional profit for the user
• Finally, a maximum price is determined basis such that new total profit (with this product) > previous total profit (w/o product)
114
TOOTHBRUSH MANUFACTURER
Client is a toothbrush manufacturer. It has recently come up with a Okay. Since the cost to produce the brush is 50 Rs, the brush can
toothbrush which can last forever. The client has hired you to suggest a be priced at Rs. 100, to give a margin of 50% on revenue. This price looks very
price for this toothbrush. low for such a novel product.
Ok, to begin with, I would like to ask a few question regarding the product. Ok, sounds good.
Could you please tell me a more about the product functionality and Let me move on to value-based pricing. I would like to calculate this using the
features? value i.e. lifetime functionality the product fives over normal toothbrushes.
So, it looks like a normal toothbrush only, but it can last the entire lifetime of Go ahead.
a person. Its used as the same way as a regular toothbrush. Considering an average age of a person to be 70 years, and if we ignore infant
What is the cost associated with manufacturing such a product? and old age period, we can assume that a person uses a toothbrush for 60
The company spend 10 million dollars in R&D. Now it takes around 50Rs to years and current toothbrushes are typically changed every 2 -3 months.
manufacture this brush. That’s a fair assumption. You can assume 2 months and go ahead.
How does the company plan to distribute this product? Is there any This would mean that a person uses around 6*60 = 360 toothbrushes in their
geography in mind to launch this product? lifetime. If we assume a price of Rs 50 per toothbrush, the ideal value of our
Initially we plan to sell via retail grocery stores and on OTC medical shops. We product is 360*50 = Rs 18000.
plan to make it available in major Indian cities. Ok. What do you think are the factors that will change this price.
Are there any existing similar products currently in the market? I would like to split the factors in two. Factors that will reduce the price and
No there exists no such product which can last for a lifetime. others that will increase the price.
Does the company plan to recover its R&D cost through its pricing model? Sure, that sounds good. What will the be?
No you can assume the R&D cost to be sunk cost. I think the factors that will increase this value is inflation, time value of money,
Since there are no current competitors, I would like to ignore the competitor convenience of one time buying and the factors that will reduce the price
based pricing. I would like to proceed with Cost based and value based would be fear of loss, boredom of single product for entire life .
pricing. Awesome. We can close the case here.
Sure that makes sense.
Is there a fixed margin that the client is looking for the product?
They would ideally like a 50% margin over revenue.
115
TOOTHBRUSH MANUFACTURER
Client is a toothbrush manufacturer. It has recently come up with a toothbrush which can last forever. The client has hired you to suggest a
Problem Statement
price for this toothbrush.
Case Facts
• Normal toothbrush
just that it can last a
lifetime
Cost per normal
New product
• R&D cost: $10M toothbrush
Pricing Competition exists
• Manufacturing cost Existing product Toothbrushes used per
Value based pricing
per unit: Rs. 50 (innovation) year
No competition
• No current
competitors Cost based pricing Life expectancy
• 50% margin
preferred
• In case of new / novel products, usually value based pricing is preferred

Summary / Takeaways • Value based pricing can be derived using the additional value (in monetary terms) that the product has the potential to create
• Cost based pricing can then be used for relative comparison with value-based pricing & sense check
116
TELEPORTING MACHINE
Your client has created great innovation, a teleporting Machine. They Seems okay. Let’s focus on the first segment only
have approached you to price the product. Alright. I’d consider the average yearly salary for CXOs to be approximately
INR 10 crores, which means the hourly earnings are somewhat around INR
Can I assume the significant feature of the teleporting machine is to
40k, assuming he/she works 10 hours a day for 250 days in a year.
transfer to any part of the world?
Seems like a fair assumption. Go ahead.
Yes, you can make that assumption.
A typical international trip takes 15 hours on an average. Using the
Alright. I have a few preliminary questions – Is there any competition for teleporting machine, it can be completed in 1/2 hour, which indicates a time
the client? Where is the machine located? Can that be considered as the
saving of 14.5 hours. Now, assuming the CXO can use 70 to 80% of the time
starting point? How much time does it take to teleport someone?
saved in doing other essential work, the actual time benefit for the CXO is
There are no direct competitors. The machine is in Mumbai – you can around 10-12 hours. Taking a conservative assumption, I’d assume a total
consider that as the starting point. It takes approximately 30 mins to benefit of around 10 hours. Using the hourly salary of CXO calculated earlier,
transfer you to any place. this translates to a price of ~INR 4 lacs per use.
Great. Pricing can be done in 3 ways – 1) Cost-based Pricing; 2) Competitor- Fair logic. Anything else you would like to add to justify your costs?
based Pricing and 3) Value-based Pricing. Since it is specialty
product/service, cost-based pricing can be ruled out. Since there are no Yes. We can use a business-class ticket price to justify this price. On an
competitors, we can rule out competitor-based pricing as well. I’d use average, a typical business class international trip costs around INR 2 lacs.
value-based pricing here. Our price is a 100% premium over this, which seems fair to me. We can
certainly tinker with the price on the basis of the destination of the person
Sure. Go ahead.
using our machine.
The pricing can be done by using the value of time saved as a proxy. The
target customers can be three major segments – 1) CXOs who lose a lot of Makes sense. Thank you. We can close the case here.
valuable time during international travels, 2) Diplomats who have to travel
abroad for urgent matters, 3) Travels related to medical emergencies. I’d
like to price the product for the first segment to begin with.
117
TELEPORTING MACHINE
Problem Statement Your client has created great innovation, a teleporting machine. They have approached you to price the product.
Case Facts
• Starting location of
the machine: Time Saved by the
Mumbai machine
Speciality Product Value Based Pricing
• Takes 30 mins to go
Value of time for the
from one place to New product
user
another
Pricing Non-speciality Product
• No competitors Existing product
(innovation)
• Value based pricing is used as it is a novel product

Summary / Takeaways • Value is derived basis the time saved by the machine for different kinds of users
• The value-based pricing is then compared with international airline tickets to ensure the pricing makes sense
118
GLOBAL EVENT BID PRICING
Your client is a media & entertainment giant & is looking to bid for a global Alright, so assuming a total of 10 hours of event streaming everyday -> total
event. You are required to determine how much should the client bid hours can be divided on weekdays & weekends as follows:
Sure, before I delve deeper, I just had a few preliminary questions related to Primetime = 3hrs on weekdays + 10 hrs on weekend
the event. Can you please tell me a bit more about the event? More so Nonprimetime = 7hrs on weekdays + 0hrs on weekend
related to the timeline of the event, geography? Will advertising be the And what about the opening & closing ceremony?
primary source of revenue for the winning bidder? Yes, so assuming both of them to be of 3 hours and that both happen on
The event is of three weeks. You can think of any sporting World Cup as weekends, the total hours can be calculated as:
reference. Yes, advertising will be the primary source of revenue. You can Primetime hours = (3hrs * 5days * 3weeks) + (10hrs * 2days * 3weeks) +
assume India for geographic reach of the event (6hours) = 111 hours = ~100 hours for simplicity
Alright. Just to understand further, what exactly is the objective of our Nonprimetime hours = (7hrs * 5days * 3weeks) = 105 hours = ~100 hours
client? If it is just pure returns, then does the client have a target margin? Okay, calculate total revenue now.
Correct, the objective is ROI with 30% margin in mind. Enough questions for Alright, assuming 10 mins out of 1 entire hour are available for advertising –
now, please proceed with your approach. Primetime revenue = 5L/30secs * 60 sec/min * 10min/hour * 100 hours =
Okay, the approach that I am planning to take for this problem is as follows: 3000 crs
Bid Price = Profits / 1.3; Non-primetime revenue = 3L/30secs * 60 sec/min * 10min/hour * 100 hours
Profits = Revenue – Costs; = 1800 crs
Revenue = Total primetime hours * Primetime advertising rates + Total non- Thus, total revenue = 4800 crs = ~5000 crs
primetime hours * non-primetime advertising rates Is there any assumption here that you are taking?
Costs = Total expected cost for streaming the event + Opportunity cost of Yes, I am assuming that all advertising slots are sold
streaming something else; Correct. Moving ahead, you can assume the total costs of the event to be
Sounds like a solid approach around 1000 crs. Now go ahead calculate the profit & bid price
Alright, before I proceed, I would need some data around the prevalent Alright, so total profits = 5000 crs – 1000 crs = 4000 crs and
advertising rates for primetime & non-primetime hours. thus, bid price = 4000 / 1.3 = 3000 crs
INR 5L per 30 seconds for primetime & 3L per 30 seconds for non-primetime Correct, we can close the case here.
119
GLOBAL EVENT BID PRICING
Problem Statement Your client is a media & entertainment giant & is looking to bid for a global event. You are required to determine how much should the client bid
Case Facts Bid Price Hours Calculation Revenue Calculation

Weekday Weekend Total primetime hours 100
• Client is a media & Primetime Hours 3 10 Total advertising minutes / hour 10
entertainment giant No. of days 5 2 Total seconds per hour 60
1.3 (30% margin
Profits No. of weeks 3 3
requirement) Primetime rates / 30 seconds 5L
• Objective is to Primetime hours 45 60
Total primetime revenue 3000 Crs.
achieve 30% ROI Special events (in hours) 6
Total Primetime hours 111 -> ~100 hours
Total Revenue Total Costs Total non-primetime hours 100
• Timeline of the
Non-primetime Hours 7 0 Total advertising minutes / hour 10
event is 3 weeks
No. of days 5 2 Total seconds per hour 60
Primetime Non-primetime Primetime rates / 30 seconds 3L
• The event has No. of weeks 3 3
Revenue Revenue Total non-primetime revenue 1800 Crs.
opening & closing Non-primetime hours 105 0
ceremony Special events 0
Total non- Total Non-primetime hours 105 -> ~100 hours Total revenue ~5000 Crs.
Total primetime
• Advertising rates are primetime hours -
hours -> seconds Bid Price Calculation
> seconds
5L per 30 seconds
Total Revenue 5000 Crs.
for primetime & 3L
Total Costs 1000 Crs.
per 30 seconds for Primetime rates / Non-primetime
second rates / second Total Profits 4000 Crs.
non-primetime
Margin Required 30%
Bid Price ~3000 Crs.
• This case was a calculation heavy case

Summary / Takeaways • In such cases, it is most important that you first lay down a structure in your mind as to how you will calculate the final required parameter
• Hence, in such cases, it is recommended to take 1 minute to think your structure through before you proceed with the calculation
120
EXPRESSWAY PRICING
Your client is a construction company who have recently developed an Let’s assume a total amount of $2.5B has been incurred. Let’s start with your
expressway. They need your help in identifying the price which they approach.
should charge as part of the toll tax. Sure. So, the price can be estimated through one of the following ways: Cost-
This sounds like an interesting problem. Could you tell me more about the based model, competitor-based model and Value-added model
expressway, like where is it located and why has this been built? Let’s proceed with the cost-based approach first
The expressway has been built between Delhi and Amritsar. An expressway is a Sure! Under the cost-based system, the first task would be to identify the
high-speed corridor which has only a few entry/exit points, thus leading to non- components and amounts of fixed and variable costs. The fixed costs would
stop transit. This newly built expressway would reduce the travel time by 2 hours include material costs, labour costs, equipment cost, which should represent a
Who would be controlling the expressway and its revenue collection? major portion of the $2.5bn spent. On the variable cost side, this would include
the costs incurred to ensure smooth running of the expressway over the next 10
So, the expressway has been built with a BOT model (Build-Operate-Transfer). years. This would include labour costs to maintain the toll booths, repair costs,
Under this agreement, the construction company has built the expressway maintenance and supervision costs
without obtaining any payment from the Government. They will earn their
revenues through the toll charges over a period of 10 years, post which the Perfect. Let’s proceed further, give me the structure for estimating your price
expressway would be handed over to the government Okay. So, the next task would be to estimate the miles covered by a vehicle on the
How many entry/exit points does the expressway have? expressway. Since the expressway has multiple entry and exit points, we need to
estimate the total vehicle miles which would be covered on an expressway. Then,
Roughly 8-10 points a pass or ticket can be provided to a vehicle when it enters the expressway and
What are the targets of the construction company? the same can be collected at an exit point which will be used to estimate the miles
covered and charges involved. So, the final method could be (cost + profit)/vehicle
They want to recover their costs and earn 20% profits miles. Additionally, a load aspect can also be added where a certain charge can be
Who are expected to be the normal users of the expressway? imposed for the load of goods on the vehicle
So this expressway would be used by all the people who use any highway – truck That sounds good. Let’s go with the competitor approach now
drivers, small car consumers, public transport etc Sure. So firstly, how many other similar highways or substitute transport options
What is the total amount which has been incurred in the construction? are available for the travel between Delhi and Amritsar?
121
EXPRESSWAY PRICING
There are 2 other highways which can be used for the transit
And are there any similar expressways which cover similar distance or travel time
in India?
Yes, there are roughly 4 other expressways which are very similar in terms of
distance and exit points
Perfect. So, the charges imposed by competitor highways can be used as a base
for the pricing method. Additionally, given that our expressway cuts the travel
time, customers might be willing to pay extra for the time saved. Hence, here we
can check the charges imposed by the similar expressways across India. The toll
tax for the expressway can be between the price charged by competitor highways
and the similar expressways across India.
That sounds like a good approach. Let’s move to the next one
So, the final approach will be the value-based pricing. Under this method, the aim
is to estimate the additional value being generated from the time saved by the
expressway. Here, the value of time saved can be obtained by first, computing the
economic value of 1 day for 1 person. Following that, we will take the average
time saved per user (2 hours) and obtain the economic value of the same. This
economic value so obtained can be added to a base price or competitor price to
obtain the value-based price/toll charges
That sounds good. Let’s close the case here.
122
EXPRESSWAY PRICING
Problem Statement Your client is a construction company who have recently developed an expressway. They need your help in identifying the price which they
should charge as part of the toll tax.
Case Facts
Fixed Costs
• The client is a
construction company
who have recently built Variable Costs
(Fixed + Variable Costs +
a new expressway Cost-based Load Factor
Profit)/Vehicle Miles
connecting Delhi and
Amritsar Distance
• The expressway has

Load factor
been built was a BOT
model and the company
aims to earn 20% Competitor
Toll Tax
profits Highway
Competitor-based
• The company will be Similar Expressway
allowed to collect toll
charges over a period of Value of time
10 years saved Value of time saved =
Value-based (2/8 hours) * Economic
Base Charges Value of 1 day
• Most pricing cases have a similar structure and can be solved through either of the 3 methods. Key is to adapt those methods with the respective
Summary / Takeaways problem statement
• Competitor based approach should also include aspects of substitutes, even if it is a product-based pricing case
123
GROWTH
124
FRAMEWORK (1/2)
In growth cases, the client is typically expecting to see some year-on-year growth. You are expected to understand growth
OVERVIEW targets, evaluate methods, and suggest recommendations to achieve the targets.
Increase PRELIMINARY QUESTIONS TO CONSIDER*

Customer Base
Increase Volume
▪ What is the growth objective/target of the client?
Increase
Existing Market ▪ What is the time-period in which the client wants to
Product Mix
Increase Price achieve the target?
▪ How has the client’s industry been performing?
Revenue Growth Target
Considering Price Elasticity

▪ Where does the client stand vis-à-vis competitors
Domestic (number and respective market shares)?
Geographic ▪ Does the client have the capacity to meet increase in
Expansion
International
demand?
▪ Does the client have any financial constraints for
investment?
Horizontal
Diversification
Diversification
New Market Each L3 unit (Merger, Acquisition, etc.) requires additional
Mergers considerations.
Inorganic Growth
Note:
Acquisition
In case, the prompt asks you to analyze profit growth opportunities, all you
need to do is individually analyze the revenue prospects using the
Business Integration Vertical Integration framework on left and then also analyze the cost prospects using value
chain analysis.
125
INTERNATIONAL EXPANSION (2/2)
OVERVIEW International
Expansion
The following framework can be considered if you

are faced with a problem statement which involves Internal External Quantitative
international expansion growth strategy.
Does it match our Cultural Differences ROI/Hurdle Rate Cash Flows
growth strategy? of Customers
Contracts with Amount

JV with local firm? Governments
Educational Discount Rate

Differences
Can our resources
succeed overseas? Economy and NPV
Exchange Rates
Do our corporate Payback Period
values match the new Seasonality
market?
Distribution Channel
and Logistics
Political Climate
Local Market (Size,

Competition)
126
AUTOMOBILE PARTS MANUFACTURER
Client is an automobile parts manufacturer. They want to grow to 2X in Growth in the current market & exploring new markets. New markets
the next 5 years. Analyze the possible options and give recommendations. geographical expansion, product diversification and business integration.
Alright, I’ll start with a few preliminary questions to get a better Describe diversification, integration & logic for deciding new target markets.
understanding of the problem at hand. Where is the client based out of?
By diversification, I mean expanding into new product lines – we can explore
What do you mean by growth – Is it in terms of revenue or profit or market
manufacturing parts for other vehicle segments like 2Ws. Next, Integration
share? What is the current market scenario?
can either be forward or backward. Forward integration would be
The client operates Pan-India. They want to grow their revenues. The manufacturing the automobiles ourselves, which is not feasible. Backward
market has a total of 5 players including us, each having 20% market share. integration would be to acquire a plastic manufacturing unit to cut down on
Okay. It seems it is a B2B business with automobile manufacturers as the our RM costs. For geographical expansion, I would start by exploring
major customers, correct? What does the selling process look like? international clients who have been working with us in India. The existing
relationship will help us enter the new markets.
Yes, 90% of our customers are automobile manufacturers. We manufacture
plastic parts for cars – steering wheel, dashboard etc. sold via tenders Great. Let’s talk about the existing markets.
I would like to understand about these tenders. What does the bidding Revenue in existing markets depends on number of contracts and the
process look like? What is the delivery mechanism if we get the contract? revenue per contract. Since increasing revenue per contract might not be
possible as the market is competitive, we should focus on increasing number
The tender is floated when a company decides to launch a new car in the
of contracts. Our contracts is a function of total contracts in the market, % of
market. If you win, you get the contract for the entire lifecycle of the
contracts we’re qualified for, % of contracts we apply to and our win rate.
vehicle. The contract is given based on price quoted and existing
We can’t control total contracts. The ones we’re qualified for – we can
relationship with the car manufacturers. Once you get the contract, you
increase that by focusing on R&D & partnering with new entrants. For the
start production.
ones that we apply to – our win rate can be improved by better relations
Interesting. I think I’ve gathered a fair understanding of the context and the with the OEM & understanding internal decision-making processes.
client. I would like to start the analysis now. I would like to divide the case
Great. That’ll be all. Thank you.
into two parts –
127
AUTOMOBILE PARTS MANUFACTURER
Problem Statement Client is an automobile parts manufacturer. They want to grow to 2X in the next 5 years. Analyze the possible options and give
recommendations.
Case Facts
Total Contracts in market
• The client wants to
grow revenues
% of contracts client is
• 5 players including qualified for
Increase Number of
them, each with 20% Contracts
market share Existing Markets % of contracts client applies
Increase to
• 90% customers are Revenue/Contract
automobile
manufacturers Win Rate of contracts
Revenue Growth
Geographical Expansion
• Selling via tenders,
contract received for
entire lifecycle of
product New Markets Diversification of Products
Business Integration
• Clearly identify if the client wants to focus on acquiring new customers or gaining more from its existing consumer
Summary / Takeaways
• Risks & mitigation strategy for the recommendations can be touched upon briefly
128
CONSULTING FIRM
Client is a partner at a leading consulting firm. He wants to understand Yes, that is a fair assumption. Go ahead.
how they can potentially grow the revenue at a faster rate. To increase the number of projects, firstly we can look at how we can
Okay. Where is the firm based? What are the types of clients that they increase the number of modules per client. The firm can pitch different
generally work with? modules while working on one module, and suggest their recommendations
The firm is based in India, with offices in Bangalore, Delhi and Mumbai. They in other areas as well. They can improve their services by over delivering,
deal with clients across India and Southeast Asia, in the oil and gas, which can increase the customer loyalty and will help in increasing modules
consumer and financial services industries. from existing clients. We can also look at bundling, where we can offer
What is the growth in revenue that we are targeting? Does the partner have discounts if the client hires us for multiple modules.
any number in mind? Good. You can now go to the number of clients.
No, the partner just wants to explore options right now. To increase the number of clients, we can diversify into different
Okay. Can I assume that the only revenue stream is from the consulting geographies. We can approach clients in countries we haven’t worked yet.
services that we provide to the clients? We can also look at taking projects in more sectors.
Yes. Okay. Anything else you want to add? Also, which sectors can the client
Should I consider only the revenue? Or is it the case that we are looking to target basis current Indian macroeconomy?
expand the bottom-line as well? Yes. We can also look into expansion if the client is open to new investment.
For now, consider only the revenue. They can increase their employee base so that they can cater to more clients
Okay. I would first look at organic growth opportunities, and then move on
and projects, and also expand office space. They can also increase on-shore
to inorganic growth.
projects and promote work from home policies.
I would break down the total revenue into the average revenue per client
In case of inorganic growth, the client can also look into acquiring small
and the number of clients, and look at each of these separately.
consulting firms or merging with other consulting firms. Although this is rare,
Go ahead.
that can be looked into.
The average revenue per client would be a function of the number of
In terms of sectors, the client can expand into sectors such as Governmental
projects that we have and the price that we charge for it. I don't think we
consulting, Technology sector, Space-Tech sector & even Education sector
would be willing to charge a higher price, so I'll look at how we can increase
That would be all. Thanks.
the number of projects that we have. Is that a fair assumption?
129
CONSULTING FIRM
Problem Statement Client is a partner at a leading consulting firm. He wants to understand how they can potentially grow the revenue at a faster rate.
Case Facts
Revenue Growth
• Client has offices in
Bangalore, Delhi and
Mumbai
Organic Inorganic
• Deal with clients
across India and
Southeast Asia
Average revenue
Number of Clients Mergers Acquisitions
per client
• Caters to the oil and
gas, consumer and
financial services Number of Average price per
industries Geography Diversification
Projects project
Bundling
Domestic International
• Feasibility of recommendations need to be touched upon, avoid just listing down

Summary / Takeaways
• Service diversification can be included as the current industries are limited
130
FLIPKART
Your Client is Flipkart, and it is the year 2017-18, and they have asked you insurance for laptop, etc., For Transactions, Flipkart can evaluate the option
to develop their strategy for the next 3-5 years. of Credit service startups which can help them in underwriting the
What are the current features that are available with Flipkart? customers & give out the risk. For Delivery & pickup services, the company
can evaluate integrating with any of the logistics startups to increase their
Consider that it has a basic application where users can order the product reach.
and get it delivered.
Okay. Can you deep dive into the organic branch now?
What is their primary goal for this? Where are they currently operating?
For the organic structure, we can divide it into three major buckets, namely:
They want to increase profitability and increase the customer base as well. 1. New Products, 2. Improving Existing Product Sales, 3. Geographic
Their current growth rate is 20%. They operate in Top 4 Indian cities only. Expansion. For the New Products category, Flipkart can look at diversifying
There are two types of growth feasible: 1. Organic, 2. Inorganic. So, do you its business from the traditional eCommerce platforms. This can involve: 1.
want me to concentrate on any particular-type? Customer Engagement Platforms like gaming & Live feed, 2. Video Platform.
3. Can diversify the range of the products available on the website.
Let’s start with Inorganic Growth.
Seems good. Let’s move into the next bucket.
As the company is at the beginning phase for inorganic growth, the better
option would be to go into a partnership rather than a merger or set up For improving the revenue from existing products, there are two ways: 1.
alone. I would begin by evaluating the customer journey and the feasible Increase the frequency of buying, 2.Increase the basket size. For increasing
option for inorganic growth at each point. Broadly the customer journey the frequency of buying, Flipkart needs to concentrate on building a strong
involves four significant buckets: customer loyalty program and partnering with banks to increase the number
1. Searching for relevant products, 2. Checkout, 3. The transaction, of offers. To increase the bucket size, Flipkart needs to build a strong
4. Delivery & Pickups. recommendation system to constantly nudge the users.
For searching, the company can explore the option of vernacular startups, (continued on next page)
Voice-based search options, For checkout to increase the basket size,
Flipkart can look at partnering with sub-products for e.g.:
131
FLIPKART
Good points. Let’s discuss your final bucket.
For expanding into new geographies, Flipkart needs to first increase its
reach in all Tier-1 cities in the next 1-2 years and then concentrate on
reaching out to Tier-2 cities. For the Tier-1 customers, the primary
requirement would be a hassle-free experience with minimal involvement,
so Flipkart can explore reducing the customer clicks via Voice checkouts,
offering more payment methods, and hassle-free experience in delivery.
Thank You. We can close the case here.
132
FLIPKART
Problem Statement Your Client is Flipkart, and it is the year 2017-18, and they have asked you to develop their strategy for the next 3-5 years.
Case Facts Search for products
Add products to
• Basic application for
cart
ordering Partnerships Customer Journey
• Current growth rate Inorganic Growth Payment
is 20% M&A
Delivery
• Want increase in Increase Basket
profitability as well Growth Size
as customer base Existing Market Loyalty Program
Increase Order
• The client operates Frequency
in the Top 4 Indian Organic Growth Bank Offers
cities only.
Diversification
New Markets Tier-1 Cities
Geographical
Expansion
Tier-2 Cities
• Since the interviewer mentioned profitability, asking if focus should be on increasing revenue or decreasing costs or both would have
taken the case into a different direction
Summary / Takeaways • Breaking into customer journey to identify areas of inorganic growth was a good approach
• A brief implementation strategy for Tier 2 cities can be included as well
133
SOUTH AFRICAN TELECOM OPERATOR
Your client is a South African telecom operator who entered Zimbabwe 2 Alright for a telecom operator, the value chain can be categorized into
years ago. However, the client hasn’t achieved its targeted growth. Find 1. Operational aspects – network planning & maintenance, quality of service
out why and recommend solutions 2. Commercial aspects – Sales & marketing, Customer services, VAS
Okay, before I get started, I just had a few preliminary questions. What does 3. Support aspects – Equipment procurement, IT systems & other support
not achieving targeted growth exactly mean? What was the target of the Sounds good, let’s look into why targeted revenue growth is not met & ways
client? Also, can you please throw some light on the scope of operations of to achieve it.
the client in both South Africa & Zimbabwe including its services? Okay, we will analyze – prices, # of customers & service mix. So how are the
Good question. Our client is the leading player in South Africa with 35% clients products priced compared to competitors? Also, does the client any
market share. It was hoping to garner 10% market share in Zimbabwe but additional value-added services as is seen in Indian market these days?
has only achieved 4% market share. Its services include data + voice Good observation. The client’s services are priced at the same levels or
connectivity, prepaid + postpaid & it offers better quality than competitors. slightly lower than the competitors, so no issues there and the client doesn’t
You can use lack of targeted profit growth as the major reason why the offer any value-added services
client hasn’t achieved its target without going into calculations.
So, clearly there is a scope for the client to increase revenue by offering value
Just one last question, what does the competitive landscape in Zimbabwe added services such as partnerships with OTTs assuming the market is ready
look like? Also, does client target a particular set of the demographic? for it. Next, looking at the no. of customers – are there any issues related to
There are 2 major local players in Zimbabwe with 40% market share each. the capacity of the client network to support large number of customers i.e.
The client offers products to all customers & no specific demographic. any supply side issue or is the issue more pertinent on the demand side?
Okay thank you. To analyze the lack of profit growth, I would look into Good that you stated that assumption and no, the issue is not on the supply
majorly two aspects – revenue & costs. Revenue can be further categorized side. You can focus on the demand side.
into price per service, no. of customers & range of revenue streams (i.e.
service mix). For costs, we can look into the value chain of the company. Okay, thank you. I would like to analyze the demand side of the volume sold
Sounds good. On the cost front, Can you quickly provide a brief overview of by going through the customer journey which can be divided into multiple
the value chain for a telecom operator assuming first? We will move to buckets such as – pre-purchase, during purchase & post-purchase
revenue bit later after that. Okay, sounds like a good approach
134
Okay the three categories are:
1. Pre-purchase which includes – Need, Awareness, Shop Accessibility
2. During purchase which includes – Affordability, Availability, Ambience,
Product Accessibility, Product Selection & Purchase Action
3. Finally, post purchase which includes – after sales support
I would like you to analyze the pre-purchase category further.
Okay, so just to understand, have we witnessed any particular problems
when it comes to the need of the services? Are we meeting the exact
customer needs?
Yes, our clients’ services meet the needs of the customers.
Okay, so is there enough awareness of the client and it’s services?
Correct, this is where this is a slight gap that the client has noticed. Can you
delve further into ways of increasing awareness?
Alright – awareness can be increased & improved in a new country with
cultural differences in majorly 3 ways –
1. Marketing strategy which includes - Digital marketing, Localized content
creation, local influencer partnerships
2. Localization & communication channels which includes – Localized
website & app, localized customer support, localized communication
materials
3. Partnerships & community engagement – Local retailer & distributor tie-
ups, enhancing government relations & finally community engagement
Those are some very good points. We can close the case here.
135
Your client is a South African telecom operator who entered Zimbabwe 2 years ago. However, the client hasn’t achieved its targeted growth.
Problem Statement
Find out why and recommend solutions
Customer
Case Facts Journey
Profits
• Client is a South During Post

Africa based telecom Pre-purchase
Revenue Cost purchase purchase
giant with 35%
market share in SA Shop After Sales
and 4% market share Need Awareness Affordability
Price Volume Product Mix Value Chain accessibility support
in Zimbabwe
(Target: 10%)
Marketing Availability
Supply Side Demand Side VAS Operational
• Targets not met in
Zimbabwe, 2 major
competitors in Customer Localization Ambience
Commercial
Zimbabwe with 40% Journey
market share each
Product
Partnership
Support Accessibility
• Services – voice +
data, prepaid +
Product
postpaid for all Selection
customers at similar
prices as
Purchase
competitors Action
• This case is not like a conventional growth case. More often than not, similar cases are asked in an interview i.e. a mixture of two types of cases
Summary / Takeaways • In fact, in an interview, the interviewer doesn’t explicitly mention the case type. In such situations, it becomes important to be on your feet and
bring some structure to your responses.
136
ONLINE TRAVEL AGGREGATOR
Your client, an online travel aggregator, wants to become the number one Got it. To increase volumes, I'll start by focusing on three main areas: New
in India within two years. Please lay down a strategy for them Customer Acquisition & Retention, Product and Service Enhancement &
Thank you. To start, could you please provide some more details about the value added services. To increase market share, we need more customers.
services & products of the client? Also, when we say no. 1, in what sense How is the client currently acquiring customers?
exactly do we mean? Is it market share / profits / revenue or anything else? The client uses both online marketing & partnerships with travel agencies
Good question. The client has an online website where you can book tickets In online marketing, we could optimize their digital channels through search
for various kinds of transport. The client is currently 3rd largest & wants to engine optimization (SEO), pay-per-click (PPC) advertising, and social media.
become the player with the highest market share over next two years The client can focus on improving user experience on their platform, making
Currently, what is the scope of their operations? I mean, across which it user-friendly and easy to navigate. Offering personalized recommendations
regions does the client operate or is more focused on? Does it additionally and packages based on user preferences can also enhance customer
offer add-on services such as hotel-booking or event related booking? engagement. Additionally, introducing loyalty programs and referral
Since the client primarily operates a website, it is accessible pan-India. incentives can encourage repeat business.
However, the client receives most traction from urban youth. Also, it offers And what about value added services?
some add-on services, but nothing is structured on that front. Under Value Added Services, the client should focus on expanding their
Got it. To become number one, we need to devise a strategy for increasing offerings to cover emerging modes of transport and travel experiences.
their market share. To develop an effective plan, I will analyze the strategy in Collaborating with regional transport providers and tailoring their offerings to
two aspects – growing in existing markets & by entering new markets local preferences can be effective. Additionally, the client can tie-up with
Sounds like a solid approach. Let's explore those areas step by step. local tourism players to provide offerings related to local events
Sure, Withing existing markets, I would focus on three aspects – increasing Finally, what was your strategy about entering new markets?
volume & increasing transaction fees assuming the client charges a fee for To expand their market presence, they could consider entering untapped
each transaction via the platform segments, such as rural areas or specific demographic groups.
Yes, correct, the client charges a fixed 1% fee to both the customer as well Since the timeline is of just two years, what should the client do first?
as the travel agency which does the final booking for each transaction. The It can focus on increasing volumes & value-added services in urban areas
client doesn’t want to increase this commission % Okay, correct. Let us close the case here.
137
ONLINE TRAVEL AGGREGATOR
Problem Statement Your client, an online travel aggregator, wants to become the number one in India within two years. Please lay down a strategy for them
Growth
Case Facts Strategy
• Client is a pan-India
online travel Existing
New markets
aggregator with markets
more traction from
urban areas Rural
Volume Price
customers
• Client wants to have
the highest market
share in next 2 years Customer Existing service Value added Different
acquisition enhancement services demographics
• Client charges 1%
commission to User
customer as well as SEO Local tie-ups
experience
booking agency.
Client doesn’t want
New
to increase this fee Loyalty
PPC transport
programs
modes
• It offers value-added
services but nothing
structured currently Social media Personalization
• Usually, in growth cases, not many numbers / calculations are involved. Neither is there any kind of root cause that is usually seen in profitability
Summary / Takeaways • Thus, in such cases, what becomes important is to cover all the possibilities in a MECE manner
• Recommended ways to widen your understanding about the realm of possibilities in different industries is by reading news & industry reports
138
SaaS Firm
Your client is SaaS firm planning to expand their operations overseas. What • After-effect and return to Normalcy for the economy after COVID-19,
factors will you consider to help them make the decision? inflation, currency risks, etc. (E),
Okay, interesting case. I would like to know more about the firm. What is the • Technology edge as we are, after all, a SaaS company (T),
current geography they are operating in? And what is their intention / goal • Human resource available, literacy rate, etc. (S),
behind expanding in the first place? • Overall effect of Pandemic (E), and
They are based out of USA, and they just want to grow organically; no • Government regulations/barriers to entry for a foreign entity entering (L)
specific target / objective apart from organic growth in mind. What do you think are some other external factors that might be important
Can you please share some information about what kind of work does the for our client?
client do as part of SaaS? Apart from the previous analysis, evaluating the competitive landscape will
They provide integrated software services to High-end clientele. also be important. To better understand the market conditions, I will perform
What kind of clientele do they serve? a thorough competitor analysis to understand our competitors’ market share,
Most of their clients are based in Silicon Valley in the USA USP of our competitors, etc., which will help us understand which area will be
Are we planning on expanding in any specific service that we offer or is it the most suitable for our objective. Post this, I will consider the market entry
generic? strategy that we will need to be successful and finally decide on whether we
Generic. Now that you know more about the firm, what factors will you want to partner or not and with whom to do so.
consider? Okay good, what are the other parameters that you would look at?
I will take a few seconds to jot down my thoughts - if I may? Post this, I will also look at some internal factors on the operational front.
Sure, go ahead. Leveraging the MNC high-end clients to source some customers and have a
(After a pause) I will create a matrix with probable countries that we can look at customer density, probable revenues five years down the line, and
target as columns and factors we want to look at as rows. Countries could be probable cost of running our operations - do an Net Present Value Analysis
India, China, European, etc. (NPV) to look at which location would make the most business sense.
Okay, let’s stick to the factors. Okay, great – let’s wrap it here
(Used PESTEL) I will start with some External factors:
• Geopolitical factors, political stability (P),
139
SaaS Firm
Problem Statement Your client is SaaS firm planning to expand their operations overseas. What factors will you consider to help them make the decision?
Growth
Case Facts
• The client is based Organic Inorganic

out of the USA and
wants to grow Diversificati Existing
Integration
organically on Business
Geographica Product
• Has High-End Range
l Expansion
Clientele expansion
External Internal
Competitor
Revenue Cost
Technologi Environme Analysis
Political Economical Social Legal
cal ntal
Market Customer
Base Cost of
Entry
running
Frequency of operations
purchase
Manpower
Price cost
• Try to keep the interviewer in the loop while going in any particular direction and seek validation to better understand their expectations.
Summary / Takeaways • Structuring is very important in such open-ended growth cases. Give a one-liner explanation of each bucket and if asked to go into detail, make sure
to include the potential barriers and how to overcome them.
140
PHARMACEUTICAL INDUSTRY
Your client is in the pharmaceutical industry & is facing stagnation in So we do not have any competition and we have nearly the entire market
growth. You have to investigate the reason & suggest ways to improve? share of the existing market and yet we are facing a growth stagnation.
Sure, Do we have any idea if this is an industry wide growth stagnation Yes, that is indeed true.
problem or our client is the only one facing this issue? To tackle this stagnation, we would have to increase the market size. I
No, the issue seems to be specific to our client’s company. understand that the market size in this case would be comprised on patients
I would like to know a bit about the company. What are their products & its who are suffering from the condition?
prices? Does the company cater to any specific type of diseases? Yes, the patients who have been diagnosed with the condition take it
The company produces only one kind of medicine, it is priced at ₹10 per Okay, so only the patients who have been able to diagnose the condition take
tablet in the market. the medicine, is it safe to assume there might be other undiagnosed patients
What kind of disease is the medicine used for? with this fatal condition?
The medicine is for a rare blood condition, in which if blood starts flowing a Yes, the assumption is fair.
little, it does not stop. It is a fatal disease. So, I will look into the patient’s journey in getting diagnosed, to understand
Okay. Is this medicine a generic medicine? how we can increase the market size. Do we know how people get diagnosed?
No, as of now we own the IP Rights to produce this medicine formula and There is a test that they could take, the test costs 2500Rs.
have more than 15 years of life left in the patent of our medicine formula. When does the patient go for taking this test?
So, is it safe to assume that there are no other competitors manufacturing The test is recommended by doctors if there is a major injury & the bleeding
the same medicine, since we own the IP? does not stop for the patient.
Yes, the medicine we produce is the only available medicine in the market The patients don’t know about this disease before that?
that can be used in this rare condition. No.
Thank you for the information. May I take a moment to gather my thoughts? So, as I understand, the major problem is a lack of awareness about the
Certainly, take your time. disease. Since the disease is diagnosed only when the customer is badly
Growth can be made by increasing the market size or by increasing our injured, most people would never know that they have the disease. The
share of the market. What is our share in the market? problem can be solved by undertaking a major awareness campaign through
Since, we are the only company making the medicine, our market share is partnerships with NGOs, hospitals, schools & corporates, to conduct free tests.
greater than 95%. Yes, that is correct. We can conclude.
141
PHARMACEUTICAL INDUSTRY
Problem Statement Your client is in the pharmaceutical industry & is facing stagnation in growth. You have to investigate the reason & suggest ways to improve.
Case Facts
• The client holds

around 95% market Market Share
share. Despite this Existing Market Increase Price
dominance, the Market Size Increase Types of Medicines Sold
company is facing
Increase Volume
growth stagnation
Growth Target
Increase Diagnosed Patients

• Issue with diagnosis ,
too costly and only
done after a critical
situation on doctor’s Increase Awareness
recommendation
New Market
• Lack of awareness
regarding the
disease
• Understanding the customer journey from symptom recognition to diagnosis is essential. In this case, patients are diagnosed only during
Summary / Takeaways emergencies, indicating a need for early awareness and diagnosis campaigns
• Lack of awareness may pose as a significant barrier to growth
142
UNCONVENTIONAL
143
INCREASING CAPACITY (1/2)
OVERVIEW Should we
Increase
Capacity?
The following framework can be considered if you
are faced with a problem statement which requires
understanding capacity expansion. This can be an
extension of a growth or profitability case where Market Investment vs
Demand Improvement
the client is looking to increase volumes and
required additional capacity.
Industry Improve
Market Trends Add Capacity
Capacity Productivity
Competitors’
Threats Seasonality Bottlenecks Add shifts
Plans
Global Design for Acquire

Economy
Competition Manufacturing another firm
Consumer Outsource
Substitutes
Preferences Production
144
MERGER AND ACQUISITION (2/2)
STRATEGIC FIT Purpose
Deal Rationale
• Cost synergy
Analyze Opportunity
• Revenue synergy
• Technology transfer (early stage start-up)
• Response to competitor
Type of Deal Internal Factors External Factors
• Vertical integration
• Horizontal diversification
• New market entry Industry Identify Acquisition
Strategic Objective
Attractiveness Candidates
DEAL ECONOMICS
Capacity and Hard Issues
Porter’s Five Forces Soft Issues
Valuation Resources
• Revenue and cost analysis
• CAPEX and Working Capital
Acquisition Fit 3C’s Culture Fit Deal Price
• PBT
• PAT
• Cost of Capital (R)
Strengths and Balance Sheet
• Value = PAT/R Weaknesses
Management
Deal Price
Synergies
• Cost and Revenue – New Firm Value Consider: Prior experience with M&A, Culture Retention of
employees
New Firm Value > Deal Price Compatibility, Post Merger Integration, Exit Strategy
145
IT SERVICES
Client is an IT services player. The number of applications for entry level Given that the number of applicants at the colleges have remained the same,
training program have been reducing. They want to figure out the reason there are 2 possibilities that I can think of – 1. Applicants are preferring other
behind the same. IT firms over us 2. New opportunities have emerged in the other sectors
Sure. Can you tell me more about the client? The proportion of job openings in the other sectors has fairly remained the
The client is a top tier IT player, ERP support is outsourced to them. They same. Can you elaborate on the first possibility?
provide offshore support. Sure, there could be other companies offering higher salaries or better
Okay. Can you tell me more about the training program? Where do we hire profiles. There could also be a possibility that more companies are visiting
from, what is the salary offered and what do we expect from the applicants? campus which gives students a wider pool to choose from and hence they are
We hire freshers from engineering colleges across India, and we are open to not considering applying to our firm.
off campus applicants as well. Salaries range from 20-30k per month. We Yes, recently a lot of start-ups have started recruiting from these campuses
only hire software engineers. which offer better profiles and better exposure, hence students are preferring
But we are not receiving enough applications as we used to, is that correct? those over us. There is another reason why the applications are reducing. Can
Since when has this been happening? you continue your analysis?
Yes, that is correct. It has been an issue for the past 2 years. Sure. I would like to continue the journey and now further look at the
Okay. I will go through the whole journey of the application process and see process. After the students apply, there are a series of recruitment activities
where the issue is. Does this work? like tests, interviews, etc. and then finally some candidates are offered full
Yes, go ahead. time employment. Has there been any change recently in the application or
The journey starts when the students apply for jobs during their final year. recruitment process, for instance, made longer or tougher?
After graduation, the three most common options that students resort to Yes, we recently moved to an online process since we found the offline
are – taking up a job across different sectors, going for higher studies, or process quite cumbersome, but we are facing issues with it and are still in the
starting their own venture. Before delving deep, I would like to understand if process of fixing it.
the preference of the students has changed in the last couple of years – that Okay, then it seems even the students are facing issues with the system
less students are now applying for these software jobs and have different which might have had an impact on the number of applications for the client
preferences. That would be all, thank you.
No, the total applicants for taking up a job in colleges are the same.
146
IT SERVICES
Problem Statement The client was an IT services player and the number of applications for their entry level training program were declining.
Case Facts
• The number of Application process

students applying to
the firm has
decreased Total students applying
Internal factors Recruitment process Test, interviews, etc.
for jobs
• More start-ups have
Applications received
begun to visit the
college Percentage of students Salaries offered by Offer communicated,
applying for firm in other firms contract, etc.
• A shift from offline question
to online process has Roles offered by other
also created hurdles External factors
firms
More firms visiting

campuses
Job opportunities in
other sectors
• Important to consider both Internal & External factors

Summary / Takeaways • Follow MECE when listing the different aspects of recruitment process
• Check for direction to proceed when there are multiple potential paths
147
GOOGLE - MSMEs
Google wants to onboard more MSMEs onto the new Google Pay platform. GPay’s value proposition will be on 3 fronts –
Figure out the specifics and make recommendations. 1) Monetary – Discount on transactions, cash backs for the merchants
Sure. Do they have a particular target number of merchants in mind? accessing GPay through the partner
Let’s say, 1/3rd of the market. So that amounts around 20M enterprises. 2) Non-monetary – Mini-app, notifications or other linkages with the partner
Okay. There are 2 broad methods to enter this new space - organic and apps
inorganic methods. So, do we any have preference from the client? 3) Special features with the partners – will depend on partnership details.
Can you elaborate a bit on this split first? Okay. Now let’s look at the feature enhancement part. How should they go
Sure. Organic methods include customer/merchant acquisition through about adding more features, given that they already have a lot of features
feature enhancements and marketing. Inorganic methods would include targeted towards MSMEs? I would like you to talk about feature selection
partnerships/acquisitions with other firms rather than the specific features themselves.
Okay. The client doesn’t have a preference as such, but they want to do it as Sure. Given that MSMEs is itself an umbrella term and has lot of internal
quickly as possible. What do you think would be the right way to do so? categories, we can focus on the needs of these categories for further feature
Inorganic methods will get us bulk merchant acquisitions at once. However, ideas. For example: For small / medium retail category, inventory
forming partnerships involves elaborate negotiations & profit sharing. So, management could be an issue. So we can look at merchants who operate in
it’ll be better to go for a hybrid approach. Use partnerships to get a quick these specific categories such that they meet the need of the end MSMEs.
jump while simultaneously working on marketing and feature We can filter ideas for the features (& potential partners) based on 3 factors:
enhancements. 1) Number of merchants in the specific MSME category
Okay. Let’s focus on the partnerships for now. How should we choose 2) Ease of implementation of the synergy features
potential partners? 3) Potential impact on the end MSMEs
We can break it down into a few important factors. 1) Current merchant Okay. Anything else you would like to add?
count 2) Growth 3) Financial & operational health of the potential partner 4) Yes. We can use the category wise approach to also filter down potential
Partner’s value proposition 5) Value proposition from GPay to partner. partners, i.e. based on the distribution of merchants on their platform. This
Makes sense. What value proposition do you think that GPay can offer to will ensure that there is synergy between the organic and inorganic effort.
the potential partners? That would be all. Thanks.
148
GOOGLE - MSMEs
Problem Statement Google wants to onboard more MSMEs onto the new Google Store platform. Figure out the specifics and make recommendations.
Case Facts
#Merchants in
Filtering ideas category
• The client is open to Features
exploring options
Ease of
• Value proposition implementation
Marketing &
and features Organic
advertisements
enhancement are 2 Merchant Impact
aspects of focus #Merchants
acquisition strategy
Partnerships /
Inorganic
acquisitions
Growth
Monetary
Filtering potential
Fin & Op health
partners
Additional value Non-monetary
prop from partner
Value prop to
partner Special
• Important to consider both organic & inorganic strategies, and the possibility of a hybrid strategy
Summary / Takeaways • Follow MECE when listing the different criteria for filtering potential partners
• Check for direction to proceed when there are multiple potential paths
149
OIL MANUFACTURER
Your Client is an Oil Manufacturer, who is concerned about the Absolutely, go ahead.
transportation of produced oil. They want you to develop a framework Thanks! The markup is a function of the demand and supply of the
through which they can predict the cost of transportation. transportation ships. Since there is not much competition, we can assume
Okay, I would like to ask a few clarifying questions. Where is our client there is no infinite supply. If I assume that the transportation company serves
located, what parts of the value chain do they occupy, and who are their all the Middle East players, demand is determined by how much our client
competitors? and their competitors are willing to ship to India. This is a function of the
Our client is based in the Middle East. They have their own rigs, and they are demand for Middle Eastern oil in India and the supply of the same. Indian
involved in the initial processing. They have no competitors in their country. Demand for ME Oil is determined by total oil demand in India, the availability
Does our client want a model for worldwide shipping, or are they of other (cheaper) sources for oil, and any political considerations on
considering any particular location? importing from the Middle East. Total Oil Demand can be divided into
For now, you can just consider the costs of shipping to India as a part of this Industrial Demand and Retail Demand. I will not consider the price since oil is
discussion inelastic in the medium to short term. Do you suggest I analyze the
I would like to now know about the transportation. I assume it is a third- components of Industrial and Retail Demand?
party transportation company that does the job. How many players are in I think this is good enough. What do you mean by political considerations?
this business in the Middle East? For example, if there are sanctions against Iran for example, India would not
You’re correct, it is a third-party company. There are a few players who do import as much from there. Or if there is any diplomatic fall-out, it might
this job so you can assume there is moderate competition among the result in trade-barriers.
transportation players Good, what do you mean by supply of ME oil?
Okay. The transportation costs for our clients can be modelled as Any OPEC decision to cut oil production might push India to look for other
Volume*Cost/Volume/Km*Distance + Markup. We can assume the distance sources such as Russia, Venezuela etc.
to be reasonably constant for a given shipping route. The transporter’s Okay. How do you break-down the supply of transportation ships?
cost/volume/km is a function of their fuel costs plus a constant overhead. Supply can be split into number of serviceable ships with the players
Our client determines the volume shipped. It would make sense to *Availability in the Region*Competitors’ share.
understand what the markup is determined by. Do you think this is a good (continued on next page)
way to go ahead with this?
150
OIL MANUFACTURER
Availability in the region is dependent on better offers available elsewhere
for the transporters. I will now try to split up each of the above to
understand them better.
That’s not necessary. Name three key recommendations for our client to
minimize costs
Okay. Our client can 1. Lease out storage in the destination and ship when
the costs are low, 2. Enter into long-term agreements with any player to
supply at a fixed markup, and 3. Pass on the responsibility to the buyer by
engaging in FOB Origin as much as possible.
That’s all. Thank you!
151
OIL MANUFACTURER
Your client is an Oil Manufacturer concerned about the transportation of produced oil. Develop a framework through which they can predict
Problem Statement
the cost of transportation.
Case Facts
Volume
• Transportation costs
can be split into Cost/Volume/Km
costs the transporter Transporter
bears and markup Cost
charged. Distance
• The demand and Retail Demand

supply of ME oil Overhead Total Demand for Oil
determines the Cost of Transportation Industrial
markup. Demand
Availability of Other
Demand for ME Oil
Sources
• Demand for ME oil
can be broken down Political
into demand for oil Demand for Ships Considerations
which can be further
broken down into Mark-up
Total Supply
Industrial and Retail Supply of Ships
Demand. Supply of ME Oil
Political
Considerations
• It is important to be MECE at all stages of this problem and have a structure in place
Summary / Takeaways • Cost of transportation could have been split into fixed and variable costs.
• Demand can be further split into Internal and External.
152
CONSULTING FIRM
You are an associate at a consulting firm. You have been noticing that Okay. Shall I ignore internal factors and deep dive into external factors?
recently a partner at your firm has been coming late to office. You need to Sure, go ahead.
figure out why. Since average speed is reduced but the driver is driving at the same
Okay, I have a couple of questions. How does the partner come to office? place, can I assume that they stop somewhere on the way, and time taken
How long has this been happening for? there has increased?
The partner comes to office by car. This has been happening for about a Yes, you can assume that. Can you figure out where people usually stop on
week now. the road during travelling?
Has such an event happened before? Generally, people stop either at petrol pumps or at expressway tolls.
No. The partner is generally regular in coming to office, and very particular Yes, that is correct. Which one of these do you think would be the reason?
about punctuality. I think expressway tolls could be the reason. People generally don’t stop on
There could be two reasons why he could be late. Either the partner is petrol pumps everyday. Since the partner is being late everyday for a week
leaving home late, or there is a delay on the way. Do we know which one of petrol pump wouldn’t be a reason.
these is the reason? Yes, that is right. Since last one week one new toll booth has become
The partner is leaving at the same time everyday. There is a delay on the operational in the route of the partner, due to which the partner takes a lot
way. of time to cross it, which is the reason for the partner’s delay. Can you give
Since time = distance/speed, either the partner is taking a different and some suggestions on what could be done?
longer route to office, or the partner’s speed has reduced. We can ask the partner to leave early to ensure that the partner reaches the
The partner is taking the same route. office on time but that is if this delay is having a significant impact on the
Hence, there is a delay because the partner’s average speed has reduced. partner’s performance. Otherwise, we can request the partner to utilize the
Reasons could be internal or external. External causes refer to issues like to install FastTag so that the partner can quickly bypass the tolls. We can also
traffic, while internal would be issues related to the car, or the partner or recommend the partner to complete other routine tasks during this time but
the driver is generally driving slowly. Has any of these factors changed ofcourse we must only recommend all of this as an extreme action as the
recently? partner must be aware of all of this already. Thank you!
The partner’s driver drops the partner to office, but no changes in the speed Correct, we can close the case here. Thank you!
of driving. The car is also fine.
153
CONSULTING FIRM
Problem Statement As an associate at a consulting firm, you have noticed that a partner at your firm has recently been coming late to the office. Figure out why.
Case Facts
• The partner had Car

been consistently
late to the office for Distance Internal
a week, despite
previously being Time Driver
punctual.
• He was encountering Average Speed

longer commute
times due to the Traffic on the way
closure of two toll
booths leading to
External Petrol Pump
congestion.
Increase in stop time
Tolls
• Increase in Stop Time can be divided into Administrative (like tolls, checkpoints) or Obstacles (Debris etc)
Summary / Takeaways
• Internal reasons can be further divided into the car, driver, other passengers, and partner themselves.
154
VC FIRM
Your client is a VC firm. They are currently valuing a group of early-stage Okay, can you describe more on market & industry analysis aspect? What
start-ups that produce home IOT devices. How will you value these factors within each of these three will you look at?
startups? Alright, starting with market potential – I will look into the Home Devices IOT
Okay, before we delve deeper, I just wanted to ask a few preliminary Market size in India, I will check its growth rate and also projected trends. I
questions about these start-ups – where are these startups located? What will also identify the overall demand for IOT solutions in India
kind-of home IOT devices do they make? Is it a B2B startup or a B2C one? Okay, what will you evaluate in Competitive Landscape?
You can focus on Indian startups for now. These startups produce a wide- Right, I will identify the major players & competitors in this sector. I will try to
range of devices such as a small plug and play devices that make existing estimate the market positioning of each of these players, their market shares
products “intelligent” and even new intelligent devices altogether. You don’t and the unique offerings of these players.
need to differentiate between the two for now. This is a B2C startup and so Fine, what about Market Trends & Dynamics?
are other players. You are just trying to look for the best one and you need In this segment, I will try to analyse the emerging technologies and shifts in
to suggest how should the VC approach the valuation process consumer preferences. I will also look into analyzing regulatory trends and
Okay, I think I have a basic understanding now. Thank you. I will approach other standards that will affect the IOT and semiconductor industry at large
the valuation in three parts – a. Market & Industry Analysis, b. Company Okay, are you aware of any method to value startups?
Evaluation and Technology Assessment, c. Financial and Strategic I have heard of about four methods of startup valuation before –
Assessment a. Discounted Cash Flow Analysis – Valuation based on future cashflows
Can you elaborate on each of these three factors individually? b. Venture Capital Method – Valuation based on expected exit multiples
Sure, I will look at these three factors within each of the three c. Comparable Method – Valuation based on valuation of similar companies
a. Market & Industry Analysis – Market potential, Competitive Landscape, d. Precedent Transaction – Valuation based on previous transactions of the
Market Trends & Dynamics same company
b. Company Evaluation & Technology Assessment – Technology Alright, any idea, which one of the above is used most often?
Differentiation, Intellectual Property Portfolio, Scalability & Adaptability I am not sure, but I believe it is the VC Method owing to lack of certain /
c. Financial & Strategic Assessment – Financial Projects / Performance, enough data required for other three methods.
Management Team & Capability, Risk Analysis & Mitigation Correct, we can close the case here. Best of luck
155
VC FIRM
Your client is a VC firm. They are currently valuing a group of semiconductor start-ups for home IOT devices. How will you value these
Problem Statement
startups?
Startup
Case Facts Valuation
• These are early-

stage startups which Market Company Financial
indicates not Analysis Analysis Assessment
significant revenue /
operations / profits Market Competitive Technology Financial
Market Trends Management Risk Analysis
Potential Landscape Differentiation Performance
• These startups
produce a wide-
range of devices Consumer
Market Size Major Players IP Portfolio DCF
such as a small plug preference
and play devices that
make existing Overall
products Positioning Regulations Scalability VC Method
Demand
“intelligent” and
even new intelligent
devices altogether Precedent
Transaction
Comparable
Companies
• This case didn’t involve much calculation but it is possible that in a valuation case the interviewer might ask you to perform some calculations
Summary / Takeaways • The calculations won’t necessarily be tough and might just be simple calculations infact
• It is always better to take some time to think of a structured approach to solve the cases
156
EDUCATION MINISTRY
Your client is the education ministry of Rajasthan. They have hired you to On the government side, I believe past board data should be used to identify
improve the Rajasthan State Board results for the students of Class X & XII subjects and schools that require the most intervention. A monitoring team
Great. To begin with, could you please let me know what exactly constitutes can then be formed in each district to visit such schools regularly. A syllabus
improving board results? Is there any specific metric we are looking at? completion planner with well-defined milestones that need to be achieved can
That’s a good question. You can look at pass % as the metric to be improved. be formed centrally. This will help ensure uniform syllabus completion across
I understand. Will we be looking at improving the results for both private and schools and will help in identifying schools which are lagging behind.
public schools? Makes sense. What’s next?
Let’s focus only on public schools affiliated to the Rajasthan Education Board Moving on to schools. I would first suggest organizing regular workshops and
Are there any particular problems that are causing poor board results for the training sessions for teachers to upgrade their teaching skills, implement
state? modern methodologies, and effectively engage with students. Secondly, to
Students often complain that they don’t get enough practice before the ensure more practice for students, I would recommend 2 Pre-Boards to be
board exams. They also complain that teachers are unable to finish the conducted in the month of January & February. Based on the results of 1st Pre-
syllabus on time and often skip important topics towards the end board, remedial classes can be conducted for poor performing students
What do teachers currently do to ensure that students get enough practice Sounds good.
before the exams? Finally for the 3rd Stakeholders, monthly parent teacher meetings and
Apart from their regular teaching, there are monthly tests and 1 full syllabus awareness session should be organized at every school with student feedback
exam towards the end of December. being shared to the parents. This will emphasize the importance of their active
Okay. I would like to approach this first by looking at the various stakeholders involvement in their child's academic journey. With regards to the students
involved in the education scene and changes that can be implemented w.r.t who are struggling in classes, summer remedial school & counselling sessions
them can be arranged to enable them to catch-up with their peers.
Sure go ahead. Is there anything else that you think can be implemented as well?
I think the 3 major stakeholders would be Government (Education I believe both the state board & schools can introduce scholarship & incentive
officers), School (Principals & Teachers) & Consumers (Students & Parents) programs like fee waivers to motivate students to excel academically.
Alright. Walk me through them. These are good recommendations. I think we can close the case here.
157
EDUCATION MINISTRY
Problem Statement Your client is the education ministry of Rajasthan looking to improve the State Board results for the students of Class X & XII in Rajasthan.
Case Facts Monitoring

Team
Scholarships &
• Client is Education Government Fee Waivers
Ministry of Syllabus
Rajasthan Completion
Planner
• Aim: To improve
board results for Arrange 2 Pre-
Class X and XII Principals Boards
students Improve State Improve Pass School
Board Results percentage
• Metric for Workshops &
improvement: Pass Teachers Training
percentages sessions
Remedial
Students Classes &
Counselling
Consumers
Workshops &
Parents PTMs
• It is important to define what the metric for improvement exactly is at the onset itself. This will help give direction to the case.
Summary / Takeaways • Though this is an unconventional case, don’t laundry list all possible options haphazardly. Make sure to use some structure.
• Make sure to remain MECE at all stages of the problem.
158
MINISTRY OF ROAD TRANSPORT AND HIGHWAYS
Your client is the Ministry of Road Transport and Highways who needs to Inbound logistics will have transportation and warehousing, here Alt. fuel
become net zero within 25 years trucks could be used for transportation. Coming to construction operations,
Okay, before I delve deeper, I would like to clarify a few aspects of the case. the methods employed should prevent wastage and use efficient machinery.
What comes under the purview of the industry? When you say Net Zero do Further, streetlights could be solar powered, and roads could have green
you mean reduction of emissions? What geographies are they looking at? spaces and cycling lanes to promote use of non-motorized transport means
These are great ideas. You can analyse the transportation regulation.
Fantastic questions. The client is responsible for construction and
maintenance of roads and highways as well as regulating the modes of Okay, here I would like to assess the public transport and private modes of
transportation on roads. Yes, by Net Zero we mean reduction in emissions. transport separately.
The focus is nationwide. Okay, go on.
Okay thank you, I believe I have all the contextual information now. I would Alright, coming to public transport, the ministry can try to phase out Internal
like to look at the construction of roads and regulation of transport Combustion Engine (ICE) buses in the coming years. These can be replaced by
separately to identify the potential to reduce emissions in both. Electric or any other alternate fuel buses.
Okay. Please proceed with the construction component first. Absolutely, now look at the private vehicle segment.
The value chain of construction will include: Raw material procurement -> This segment can be split in HCV and LCV/4W/3W/2W segments as HCV’s
Inbound logistics -> Construction operation and maintenance. Coming to tend to impact the roads and highways more adversely.
RM, while we can procure from carbon neutral supplier, I would like to take 1. HCV: Mandate or reward high vehicle utilization leading to lesser trips,
a deeper look into cement as it is an important RM, is that fine? set a limit on the no. of trips per week on national highways promote
Okay. Please proceed Alt. fuel vehicles through subsidies. Trip reduction will ensure lesser
The criteria for cement supplier should be stringent, in terms of the practices damage and hence lower maintenance requirement of roads
followed in limestone mining and plant operations. The ministry can 2. LCV/4W/3W/2W: Tax benefit and subsidies on Alt fuel vehicle purchase
mandate the suppliers to use in-situ mining and use a heat recovery unit. and private sector partnerships to build Alt. fuel infrastructure like EV
charging stations
Good, please proceed.
Correct. We can close the case here. All the best.
159
MINISTRY OF ROAD TRANSPORT AND HIGHWAYS
Problem Statement Your client is the Ministry of Road Transport and Highways who wants to achieve its goal of net zero within 25 years. Suggest next steps.
Case Facts Ministry
• Client is the Ministry

of Road Transport Transportation
and Highways Construction
regulation
• Net zero -> through

emissions reduction Inbound Operations +
Raw Materials Public transport Private vehicles
Logistics Maintenance
• Geography: India Phase out ICE
Low material
Gravel + Sand + wastage vehicles LCV/4W/
Cement Transportation Warehousing HCV
• Purview of ministry: Asphalt 3W/2W
Fuel efficient
Carbon neutral equipment Tax benefits on Promote Alt.
1. Construction of Supplier Criteria
supplier
Alt. fuel trucks
Alt. fuel vehicles fuel vehicles
roads/highways
Solar powered
Heat Recovery Setup EV Reward high
streetlights
2. Regulate the modes Unit on plant infrastructure utilization
of Transportation Incorporate
In-situ mining of green spaces Limit weekly trip
Alt. fuel vehicles include:
limestone count
• EVs
Cycling path on
Fuel efficient • Hydrogen fuel cell vehicles
certain roads
equipment • Green petroleum and other biofuels
• There is a high probability of getting caught off-guard in an unconventional case, the trick is to try to develop a structure to solve the case
Summary / Takeaways • Clarifying questions play a crucial role in solving such cases, as it is important to understand the client and their objective well
• In unconventional cases, the interviewer focuses on the structure and practicality of ideas
160
MINISTRY OF TRAVEL & TOURISM
Your client is Ministry of Travel & Tourism, Government of India. They Sure! In order to solve the problem and suggest recommendations, I would
have observed that the tourism revenues have gone down over the last proceed with the following flow:
few years. You are approached to develop a framework to analyze the • Assess the current situation to identify weak areas – could be done through
situation and give recommendations. secondary and primary research
• Identify new and emerging opportunities through the research conducted
What is the objective of the client here? along with the emerging trends from different countries
The client wants to increase the overall revenues from tourism, given India’s • Suggest measures and recommendations for the problem areas and
scope due to huge number of tourist options available. They are open to opportunities
exploring every possible idea • Identify an implementation plan for the whole
What is the timeline for the same? This is a good approach. Let’s assume that you conducted the research and
identified that there are various infrastructural issues in the country. Tourists are
Let’s say the client wants to see greater revenues over the next 3-5 years facing accessibility and quality issues here. How would you go above solving it?
Do we know if the Ministry is targeting increased in revenue from domestic or Sure. So, when it comes to Infrastructure issues, I would bifurcate it into 3 areas –
international tourists? Transportation, Accommodation and Ancillary Services.
They want to increase revenue from both That sounds like a good approach. Let’s start with Transportation
Has the downfall in revenues been observed in any particular state or location or Sure. Transportation can be further divided into Road, Rail and Air travel. For
is it Pan-India? roadways, the ministry can cooperate with state and local authorities to work on
It has been observed pan-India two areas – Introduction of newer modes of transport, such as Special taxis or
buses for tourists and improving current roads and highways. In the railways
Do we know if the downfall has been observed in other countries as well or is it sector, government can introduce additional services and benefits in existing
more contained in India, especially since many countries would have experienced trains to earn additional revenue. It can also continue introducing special tourist
this due to Covid? trains like the one it introduced recently for exploring religious places in North
You are right, Covid has damaged revenues across most countries. However, our India. Government can also provide tourism bundles – offering accommodation
growth in revenues hasn’t happened at the expected rates. Let’s start with the with railway services
case now. Can you give me an approach which a consulting team would adopt to And for air travel?
solve the case?
161
Since airlines are mostly operated by private players, government can focus on In order to identify gaps in ancillary issues, I would like to go through the journey of
improving facilities at the existing airports and constructing newer ones, especially a tourist and check which areas they would require support in.
international airports. It can offer various bundled packages at these airports and
Okay, that sounds like an approach
can collaborate with multiple companies and brands who would like to establish
outlets at these airports. Okay! So a tourist’s journey can be broken down into the following steps –
Identifying the destination for travel, making reservations, reserving the services of
That sounds good. Let’s move on to accommodation now.
a guide, exploring the destination, and different spots, entertaining themselves
Sure! So accommodation can be broadly categorized under the following with local food & events, completing the journey by paying any remaining dues and
categories – Hotels, Homestays and government guest house. In the area of hotels providing feedback
and homestays, the ministry can provide additional support and loans to
That seems to cover most activities. Let’s go to recommendations
companies willing to maintain and construct them in order to provide greater
availability to tourists. Additionally, government can support various aggregator Yes! The Ministry can focus on promoting different tourist spots and packages to
platforms such as Trivago to update their databases with additional hotels and people inside and outside India. It should heavily market on social media given the
update the data of existing ones. The government can launch its own rating increasing usage of the platform. The Ministry can also focus on releasing short and
platform for hotels and homestays to provide tourists with an unbiased platform feature films on tourist spots to attract more consumers. New or less explored
for sourcing information. places should be promoted for tourism. New kinds of tourism like Agricultural
Tourism etc. can be promoted.
And can you suggest measures for government guest houses?
For the guide and overall experience aspect of tourists , the Ministry can formalize
Yes. For government guest houses, I would categorize them under the following the process, establish and train government authorized guides who can properly
two – New and Existing. The Ministry can build newer guesthouses catering to support tourists without any risks. The government should focus on skill
both premium and general segments which can provide both additional revenues development of local population so that they can provide better services to
and reduce infrastructural issues. For the existing ones, the government can focus tourists.
on improving the current infra, hiring better staff and enlisting those guest houses For the destination exploration, the Ministry can establish various packages and
on various aggregator platforms. Additionally, the Ministry can set up various tour plans to adequately cover various tourist spots. It can empower local artists
counters or booths in stations and airports offering exclusive booking to and performers to showcase India’s heritage and culture and attract more foreign
government guest houses tourists
Alright! That sounds perfect These recommendations sound wonderful. I think we can close the case here
162
Problem Statement Your client is Ministry of Travel & Tourism who have observed that the tourism revenues have gone down over the last few years. You are
approached to develop a framework to analyze the situation and give recommendations.
Case Facts Analysis Structure
• The client is Ministry of

Travel & Tourism who Assess the current situation Identify new & emerging
Recommendations Implementation Plan
have observed fall in to identify weak areas opportunities
tourism revenues
• Focus of the case is Infrastructural Issues Air

towards developing
Destiny
solutions rather than Transportation Road Identification
identifying problems
Bookings &
• Infrastructural issues Railways Reservations
Hotels
act as a roadblock in
earning higher revenues Guides
Infrastructure Accommodation Homestays
• Solution required the New Exploration
interviewee to provide Government
ideas for 3 streams – Guest House Entertainment
Existing
Transportation, & Recreation
Accommodation &
Ancillary Services Payment &
Ancillary services
Feedback
• Given that this problems focuses a lot on creativity and innovativeness of the ideas, it is necessary to present all suggestions in a MECE structure
Summary / Takeaways
• The case could have focused on other issues such as safety, quality, pricing and so on, hence it is advisable to practice this case with multiple issues
163
THE FOUNDER OF AN ANALYTICS FIRM
Your client is the founder of an analytics firm who has received a buyout Okay, so if the increase in revenue would be expected value of the HUL
offer, decide if the offer should be accepted of not. contract that is (0.75x20 + 0.25x0) = $15M. The new revenue would be
Okay, before I delve deeper in the case, I had a few preliminary questions. $100M, implying that the P/S multiple based on the current offer would be 5
What is the business of the analytics firm? What is the offer value? Who has Yes, you are correct. Though is lower than the past rounds it is better than
given this offer? What are the current revenues of the firm? the industry average. Move on to the operational scenario segment.
Okay, the operational scenario segment can be split into offer acceptance
Fantastic questions. The client is in IT services, providing people-based
and rejection:
insights and customer retention solutions. Its clientele is small and has
1. Offer acceptance: need to settle cultural differences, Accenture would
private businesses. The buyout offer is of $500M. Accenture is the bidder
assist in fuelling growth
and is interested in the talent pool of the Analytics firm. The revenue of the
2. Offer rejection: focus in revenue growth through client acquisitions and
firm is $85M and revenues have grown at 30% p.a. in last few years.
invest in growth through hiring and training employees, further fund
Okay, I would like to understand financial feasibility, operation scenario and
raise may be required to fuel growth
personal (founder) factors separately. Is this fine?
Correct, the current employee strength is 600 of which 300 are new hires.
Yes, please proceed
Yes, so training them would add burden on the firm’s P&L
To assess financial feasibility, I would like to know if there are any other
Absolutely, move on to the personal factors segment.
offers the firm has received? What is the industry valuation benchmark and
Here, we could look at monetary factors and the decision to stay/leave after
data on recent deals? Statistics of the firm’s last funding round?
acquisition. Further factors to consider in stay/exit decision would be
The firm hasn’t received other offers, there weren’t any recent deals in this emotional connect, loss of power and if any other career options are
sector. The average P/S multiple received is 4. In the last funding round (2 available or not
years ago) the firm was valued at $300M and received a P/S multiple of 6. Correct, this seems fine. Do you have any recommendations.
The current offer of $500M implies a P/S multiple of 500/85 = 5.88, is there While the stay/exit decision may be founder dependent, base on the
any other factor that I should consider? operational scenario and financial feasibility I think accepting the offer would
Yes, there is 75% chance that the firm might win a $20M contract from HUL. be prudent.
Great, we can close the case now. All the best.
164
THE FOUNDER OF AN ANALYTICS FIRM
Problem Statement Your client is the founder of an analytics firm who has received a buyout offer, decide if the offer should be accepted of not.
P/S = Valuation/Revenue Factors

Case Facts
• Analytics firm is in IT Financial Operational

services, providing Personal
Feasibility scenario
people-based
insights and
customer retention IT Industry Last funding Offer Monetary Stay or leave
Other offers Offer rejection
comparable round acceptance factor after the sale
solutions
Emotional
Valuation: Settle cultural
No recent deals No connect with
• Clients: Small in $300M differences Revenue growth Invest in growth
the firm
number and private
General P/S Time: 2 years Accenture would Train the 300 Shift in power
businesses multiple: 4 ago fund growth Find new clients dynamics
new employees
• Acquirer: Accenture Revenue: $50M Other available
Win HUL Raise fund to
for access to P/S received: 6 career options
Offer seems financially reasonable contract support growth
Analytics firm’s Buyout offer: $500M
talent pool Current revenue: $85M It should be noted that if HUL does a trial and the Analytics firm
Implied P/S: 5.88 fails, it would have to take a reputational hit also even if the firm
• Revenues: $85M, passes there is a chance that it might become dependent on HUL
with 30% growth in Optionality: HUL might give a contract worth $20M for a large chunk of its revenues
last few years Chance of winning: 75%
New revenue: 85+(0.75x20 + 025x0) = $100M The employee base of the Analytics firm is 600 of which 300 are
Implied P/S: 5 recently hired and would require training
• In cases which include buyout/acquisition, financial, operational and legal factors are to be considered (legal factor is important to acquirer)
Summary / Takeaways • Gain an understanding of the operations of the target company, like in this case being an IT service company employee training is important
• It is important to check financial feasibility with numbers, it displays your understanding of finance and ease with numbers
165
LEMONADE STAND
You are required to help a 5-year-old to set up a lemonade stand. Sure. I would calculate revenue as Revenue = # of customers * Price/Glass *
Frequency. The # of customers would include parents (2*200), friends
Okay, before I delve deeper in the case, I had a few preliminary questions.
(2*200) and faculty (1*5). We will also assume 10% competitors (10%*200)
Where is the lemonade stand to be set up? What is the occasion or purpose
as our customers. So the total will be 825. Assuming 50% of the people will
of setting up this stand?
probably consume 2 glasses in the day, we take the average frequency to be
Fantastic questions. The stand is to be set up in an open park with limited 1.5. Based on the costs (Raw materials, Personnel and Electricity & Rent) we
entry. The occasion is a one-day school annual fair. The purpose is to attract come up with the price.
as many customers as possible and maximize revenue from the stand. Good. The addressable market size and revenue equation sounds fine. Can
Okay, a few questions regarding the product. Shall we include different you proceed with the operational feasibilities now?
types/ flavors of lemonade? Shall we accompany our lemonades with a Sure. I will firstly divide operational feasibilities into- Setting up stand,
variety of snacks? Also, who makes up the addressable customer base? Operations and Marketing. Setting up will involve looking at- Location, raw
Consider the classic lemonade as our only product. The fair is open for all the Materials (Lemon, Water, Sugar & Glass), Equipment and Personnel (Taking
students of the class (batch of 200), their families & friends and the faculty. orders, Making lemonade & Delivery/ Serving)
You can skip the general public for the time being. Alright. Now proceed ahead with the other two verticals.
Some last few questions. Since lemonade is usually a summer drink, what Delving into Operations, we will look into electricity and rent payments which
weather conditions do I take into consideration? And finally, who are our will add to the costs, taking orders & producing lemonade using the
competitors? equipment and payments & delivery/ serving activities. Moving ahead with
That is well thought of. For this case you can assume it is the summer Marketing we will come up with posters, social media activities and
season. Each of the 200 students in the class has a food or beverages stall. cashbacks & discounts on bulk purchases.
Alright, can I have a minute to structure my thoughts? Thank you! I would This sounds fine. You may conclude the case now.
like to begin by laying out the operational feasibilities. I would also like to To conclude, I would suggest we collaborate with other food stalls and come
structure out the revenue model. What shall I proceed with first? up with combos to drive up the sales. Also, we should encourage feedbacks
Sure. Can you touch upon the revenue structure first? from customers to better the lemonade.
Sounds Good. We can close the case here. All the best.
166
LEMONADE STAND
Problem Statement You are required to help a 5-year-old to set up a lemonade stand.
Case Facts
Operational
Feasibility
• The lemonade stand
is to be set up for a
school annual fair in Setting Up Operations Marketing
an open park
Raw Electricity / Pricing Social
Equipment Location Personnel Posters
• Each student in the Materials Rent Incentives Media
class (200) has an
F&B stall Taking Taking Cashbacks /
Lemons
orders Orders Discounts
• Need to set up the Making Preparing
stand, streamline Sugar
lemonades Orders
operations and come
up with marketing Delivering /
Glass Serving
strategies Serving
• Suggestions for Water Payments Total Revenue =

increase in revenue Price per Glass * Frequency of Purchase * Number of customers
and customer
retention Number of customers =
Parents (2*200) + Friends (2*200) + Faculty (1*5) + Competitors (10%*200) = 825
• It is always important to be structured during the case interviews.

Summary / Takeaways • Some interviews can go on for a long time. In such cases, it is important to remain calm and always try to have a structured approach
• To ensure there is no error, it is better to confirm every step of your solution before directly proceeding.
167
GUESSTIMATES
168
GUESSTIMATES
Guesstimates are estimates based on a mixture of guesswork and calculation. They can be given independently or as a part of a case. The
interviewer is generally looking to assess:
• Structure of your approach
• Comfort level with numbers and quick calculations
• Ability to make back of the mind checks to validate the numbers
As a part of the guesstimate you will required to make reasonable and logical assumptions, it is important to state them clearly and seek
confirmation from the interviewer. You will not be expected to calculate the exact value, but a rough number.
Approaches to solving guesstimates:
Top-Down approach
Involves starting with an entire population (in other words, the “top” level) and then breaking it down until you arrive at an answer.
The major elements of a top-down approach are:

• Identifying the correct starting universe
• Applying the right set of filters and relevant conditions. Segmentation can be carried out as follows:
- Demographics (age, sex, income, ethnicity, etc.)
- Psychographics (attitudes, behaviour, values, e.g. smoker vs non-smoker, dog vs cat person, etc.)
- Geography (urban vs rural, Tier I/II/III cities, country, continent, etc.)
- Channels (offline vs online, mobile app vs website, etc.)
169
GUESSTIMATES
Bottom-Up approach
For this approach, rather than starting from the “top” with a high-level figure such as population, the best approach is to start from the “bottom”—
some low-level statistic, such as Revenue per customer, and build your way up to the answer.
Some common bottom-up approaches:
• Household approach
- Example: For a guesstimate involving the number of cars, washing machines etc driving calculation using a household approach is easier
• Population approach
- Example: For estimating the number of mobile phones, chocolates consumed, apparel bought a population approach can be used
• Bottle-neck approach
- Example: For estimating the number of flights per day in a busy airport the number of available runways would serve as a handy
bottleneck to base your calculations. There could also be a limitation on the production capacity of the manufacturer in certain cases
Bottom-Up approaches
Household approach Population approach Bottle-neck approach
170
Residential Electricity Consumption
Problem Statement Guesstimate the monthly residential electricity consumption in India
Case Facts Population of

India (1,400M)
• Calculation to be
done in terms of
units of consumption Urban Population Rural Population
(400M) (1,000M)
• Average family size
for both Rural and
Urban
# of households = # of households =
400/4 = 100M 1000/4 = 250M
• The # of units per
month for each of
the income group
can be assumed High Income Middle Income Low Income (50% High Income (5% Middle Income Low Income (70%
basis some (10% = 10M) (40% = 40M) = 50M) = 12.5M) (25% = 62.5M) = 175M)
calculation such as
the monthly
electricity # of units / # of units / # of units / # of units / # of units / # of units /
consumption of your month = 600 month = 300 month = 150 month = 500 month = 250 month = 150
home
= 6B Units = 12B Units = 7.5B Units = 6.25B Units = 15.63B Units = 26.25B Units = ~75B Units
• While guesstimates are summarized here as a flowchart, even guesstimates discussion flow like any other case discussion
Summary / Takeaways • You are supposed to ask for details or make & clarify assumptions with the interviewer as the discussion progresses
171
Kolkata Airport
Problem Statement Guesstimate the number of daily passengers on Kolkata Airport
Case Facts # of passengers # of flights landing

on Kolkata or taking off
• Number of runways Airport
=2
# of flights
• Domestic / landing / taking
Domestic Flights International
International Flight (70%) Flights (30%)
off
split = 70/30%
• Time between two Depends on the

flights on one Average Capacity = Average Capacity =
# runways = 2
180 300
runway = 6 mins i.e.
3 mins between 2
flights altogether Total operational
since there are two hours of runways Average Average
runways = 20 hours Occupancy Rate = Occupancy Rate =
70% 70%
Time b/w 2 flights =
6 mins (10 flights /
hour)
Total domestic passengers per day = 400*70%*180*70% = ~35,300
Total International passengers per day= 400*30%*300*70%= 25,200
Hence total flights handled in a day= 2*20*10 = 400 flights Hence total daily passengers = ~60,000
• This is based on the bottleneck approach. Here bottleneck was the number of flights that can land/takeoff on one day and basis that daily number of
Summary / Takeaways passengers are calculated
• Here, the implicit assumption is that no passenger travels twice in a day. It is better to clarify this explicitly
172
Electrical Vehicles
Problem Statement Guesstimate the electrical vehicles market size in Kolkata for the next one year
Case Facts Electric Vehicle

Market Size
• The EV market size
of Kolkata is
required to estimate Urban Areas Rural Areas
• Assumed market
penetration of 3%
for EV’s Tier I City Tier II City Tier III City
• Population of major
Tier I cities of India is
Kolkata (1.5 Cr
1 Cr to 2 Cr
Population)
Can Afford Cars Cannot Afford

(40%) Cars (60%)
Average Total number of cars in Kolkata = (1,50,00,000/4)*0.4 =15,00,000

Household Size
Assuming a market penetration of 3% = 45,000 electric vehicles
=4
• Always use a structured approach while solving for the Guesstimates and use clean numbers for assumption for easy calculation
Summary / Takeaways
• Approximating the car affordability can be done on the basis of income split refer to case License Plates (Pg No ) for calculations
173
Fast Food Chain
Problem Statement Guesstimate the daily revenue of a typical fast-food chain in Kolkata
Case Facts
# of items sold
Total Revenue in Dine-In
• Focus on Dine-In
orders only
# of operational Capacity (# of Average # of items per / Average time a
Average Price # of items sold hours seats) occupancy person seat is occupied
Average Price ₹100

Dine-In
Operational Hours 12
Capacity 50
Takeaway Average Occupancy 70%
# of items per person 2
/ Average time a seat is occupied* 30 mins = 0.5 hours
Delivery
Total Daily Revenue ₹1.68L
*The average time every person eats at a fast food restaurant =30
min, therefore 2 (60min/30min) people occupying a seat per hour]
• A similar mathematical approach can be taken to estimate the total revenues via Takeaway and Delivery business
Summary / Takeaways • For Delivery / Takeaway orders, you can include factors such as average order value, any special discounts / cashbacks offered, number of orders in a
hour basis demand
174
License Plates
Problem Statement Guesstimate the number of license plates in the state of Maharashtra
Case Facts Population of

Maharashtra
(120M)
• Only personal
vehicles need to be Assumption: Average /4 /4 /4
considered that is people per household - 4 High Income Middle Income Low Income
ignore commercial Households Households Households
vehicles (10% - 3M) (40% - 12M) (50% - 15M)
% Vehicle % Vehicle % Vehicle

Assumption: Average # of Ownership (90% Ownership (50% Ownership (30%
vehicles per household - - 2.7M) - 6M) - 4.5M)
*2 *1.5 *1
No. of vehicles No. of vehicles No. of vehicles

(5.4M) (9M) (4.5M)
Number of license
plates per vehicle - 2 *2 *2 *2
Number of Number of Number of Total Number of license
license plates license plates license plates plates = 10.8 + 18 + 9 =
(10.8M) (18M) (9M) 37.8M
• It is always better to clarify with the interviewer whether you are missing out on any other place where the license plates could be used
Summary / Takeaways
• Once interviewer confirms, delve deeper. Sometimes, it may happen that the interviewer might choose to not go into depth in certain segments
175
Dinner Plates
Problem Statement Guesstimate the number of Dinner Plates in the state of West Bengal
Case Facts Other areas that have dinner plates:

Population of West
Bengal (100M) 1. Restaurants
• No specific case 2. Commercial areas (Offices)
facts were given
Approach - Restaurant
• Restaurants & 1. Try to estimate the no. of restaurants basis
Commercial Places restaurant either basis demand for restaurants or
need not be delved High Income People Middle Income Low Income People using the restaurant density per sq.km
into. Just specify the (10% - 10M) People (40% - 40M) (50% - 50M)
2. Similarly try to estimate the number of offices
approach basis percentage of population employed
3. Then make a rough assumption for the number of
plates in each of restaurant / office spaces
% Crockery % Crockery % Crockery
Ownership (100% - Ownership (80% - Ownership (60% -
10M) 32M) 30M)
Assumption:
Average # of *8 *5 *3
dinner plates
per person No. of dinner plates No. of dinner plates No. of dinner plates Total Number of dinner
(80M) (160M) (90M) plates = 80 + 160 + 90 =
330M
• Always clarify each step with the interviewer

Summary / Takeaways
• In most cases, interviewer will guide you with data as and when required
176
Decision Tree – Movie Production House
Problem Statement Using Decision Tress, estimate whether a production house should produce and release a movie
Case Facts Produce & Release

Movie?
• All the probabilities
were given as case
facts
High Quality Movie Low Quality Movie
• You just need to Chances (0.6) Chances (0.4)
calculate Bayesian
Probability and
hence the net profits Box Office Hit Box Office Flop Box Office Hit Box Office Flop
Chances Given High Chances Given High Chances Given Low Chances Given Low
• Total Costs = $10M Quality Movie (0.7) Quality Movie (0.3) Quality Movie (0.3) Quality Movie (0.7)
Potential Revenue = Potential Revenue = Potential Revenue = Potential Revenue =

$20M $5M $10M $2M
Total Expected Revenue = ($20*0.7 + $5*0.3)*0.6 + ($10*0.3 + $2*0.7)*0.4 = $11.06M

Since Profits > 0, produce &
Total Costs = $10M (Given) release the movie
Total Profits = $11.06M - $10M = $1.06M
• This is essentially Bayesian probability. Some firms tend to ask cases based on Decision Trees hence this case is meant to give you an idea of that
Summary / Takeaways • This is a very simple decision tree. It might be possible that longer decision trees may be given in the interview
• Such interviews progress just as any other case with the interviewer giving intermittent data during the discussion.
177
APPENDICES
178
APPENDIX A
GUESSTIMATE STATISTICS
Following are some important statistics to keep in mind for solving guesstimates for market sizing and otherwise.
Population Distribution in India (in Millions) Population and Area of Major Cities
Income (in Mn) %Total Cities Population (in Mn) Area (in sq. km)
Total Population 1400
Below poverty line 280 20% Mumbai 13 600
Gender (in Millions) %Total Low income 560 40%
Males 742 53% New Delhi 11 1500
Middle income 420 30%
Females 658 47% High income 140 10% Kolkata 5 200
Sex Ratio (M/F) 1.12 Bangalore 5 750
Area wise Distribution of India (in '000 sq. kms)
Chennai 4 400
Geography (in Millions) %Total Total Area 3,300 Hyderabad 4 600
Urban 560 40%
Rural 840 60% Terrain (in '000 sq. km) %Total
Land 2,310 70% Tiers Population (in Mn) % Urban
Age Groups (in Millions) %Total Water 330 10% Tier 1 (Top 10) 60 15%
0-14 420 30% Forests 660 20% Tier 2 (Next 50) 60 15%
15-24 280 20% Tier 3 (Next 100) 45 12%
Population Distribution by Faith
25-34 210 15%
35-44 210 15% Faith (in Mn) %Total
45-54 140 10% Hindu 1,040 80%
55+ 140 10% Muslim 195 15%
Note: 50% of the population is under 25, Christian 26 2%
65% under 35 Sikh 19.5 1.5%
Others/Unspecified 19.5 1.5%
179
*Note: These are only rough figures (and not actual) that are meant to help you in solving the guesstimate with simple calculations
APPENDIX B
GLOSSARY Following are definitions to some key terms often used during case analysis
Term Definition
Situation in which an individual’s demand for insurance is aligned to their risk of loss (i.e. people with the highest expected
Adverse Selection
value will buy insurance) and the insurer cannot account for this correlation in the price
The purchase of securities on one market for immediate resale on another market in order to profit from a price
Arbitrage
discrepancy
Break-Even Total amount of revenue needed to offset the sum of a firm's costs. Implies that the firm's profit will be $0
Compound Annual Growth Rate:
CAGR
[(Ending Value/Beginning Value)^(1/n)]-1, n=no. of years
The maximum level of output of goods and/or services that a given system can potentially produce over a set period of
Capacity
time
When a firm is able to deliver benefits equal to competitors but at a lower cost OR able to deliver greater benefits than
Competitive Advantage
competitors
Economic gain achieved when consumers purchase a product for a price less than their willingness to pay
Consumer Surplus
Consumer Surplus = Willingness to Pay - Price
Contribution Margin C=P-V, where P is unit price, and V is variable cost per unit
Core Competencies The activities that a firm does well to create competitive advantage
180
APPENDIX B
Term Definition
Customer Segmentation Subdivision of a market into discrete groups that share similar characteristics
Also known as cost of capital. There is an opportunity cost associated with every investment, with the cost being the expected
Discount Rate
return on an alternate investment
Economies of Scale The average cost per unit for a business entity is reduced by increasing the scale of production
Economies of Scope The average cost for a business entity is reduced by producing two or more products
If E>1, decrease price to increase revenue
Elasticity
If E<1, decreased price leads to lower revenue
Entering New Market Three main methods: start from scratch, form joint venture, acquire an existing player
Fixed Costs Costs that do not change with an increase or decrease in the amount of goods or services produced
Gross Margin A Company’s total sales minus its cost of goods sold, divided by the total sales revenue, expressed as a percentage
Horizontal Integration The acquisition of additional business activities at the same level of the value chain
International Expansion Main mechanisms: exporting, licensing, franchising, joint venture, foreign direct investment (acquisition or startup)
181
APPENDIX B
Term Definition
A ratio showing how many times a company's inventory is sold and replaced over a period. Should be compared to industry
Inventory Turnover
averages: low turnover implies poor sales or excess inventory; high ratio implies either strong sales or ineffective buying
Law of Diminishing At some point in the production process, the addition of one more unit of output, while holding everything else constant, will
Returns eventually lead to a decrease in per unit returns
Visually shows how new skills or knowledge can be quickly acquired initially, but subsequent learning becomes much slower. A
Learning Curve
steeper curve indicates faster, easier learning and a flatter curve indicates slower, more difficult learning
Marginal Cost Cost of one more unit of output
Market Share The percentage of market size controlled by an individual firm

Total size of a population (usually measured in number of people or actual dollar value) that would purchase a company's
Market Size
goods or services. Market size is always relevant and is a question that should be asked
Entity is the only supplier of a particular good.
• Lack of competition ➝ produce less and charge more
Monopoly
• Barriers may include government regulation, networks, patents, scale, etc.
• Revenue is the midpoint of the demand curve
Net Present Value The difference between present value cash inflows and present value cash outflows
Payback Period The length of time required to recover the cost of an investment
182
APPENDIX B
Term Definition
Firms take price ➝ MR = P
Perfect Competition Maximum profit = MR = MC
P<AVC ➝ shut down
Situation in which identical goods are sold at different prices from the same provider.
• 1st degree ➝ Different price for different willingness to pay
Price Discrimination
• 2nd degree ➝ Different price for different quantities
• 3rd degree ➝ Different price for different segments (attributes)
Product Lifecycle Four main stages: market introduction, growth, maturity, decline
Total number of product lines that a company offers to its customers.
Product Mix
Often an important area to explore in profitability cases to identify loss-making products
Promotion Coupons, discounts, trials, etc. designed to increase sales of a product or service
Risk Averse Individuals who prefer certainty over the uncertain for the same expected value (EV)
Risk Neutral Individuals who are indifferent on risk taking if the EV is the same
Risk Seeking Individuals who prefer risk even if the EV for a certain event and the risk is the same
183
APPENDIX B
Term Definition
The average revenue a business creates for every square foot of sales space. Used in the retail industry as a measure of
Sales per Square Foot
efficiency
Same Store Sales A statistic used in retail industry to determine what portion of new sales has come from sales growth and what portion from
(SSS) the opening of new stores
Strengths, Weaknesses, Opportunities and Threats. Very basic framework, probably not a good idea to put down as your case
SWOT Analysis
framework, but good to have as a mental checklist
The idea that the value and performance of two companies combined will be greater than the sum of the separate individual
Synergies
parts. Used mostly in M&A
Value Chain Another concept from Michael Porter. His Value chain: Inbound Logistics, Operations, Outbound logistics, Marketing and Sales
Costs that vary depending on a company's production volume; they rise as production increases and fall as production
Variable Costs
decreases
Vertical Integration Degree to which a firm owns its backward suppliers or forward buyers
184
Best of Luck!
185

IIM Calcutta CaseBook 2023-24

Uploaded by

Copyright:

Available Formats

IIM Calcutta CaseBook 2023-24

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

IIM Calcutta CaseBook 2023-24

Uploaded by

Copyright:

Available Formats

PRESENTS

©2023, Consult Club, IIM Calcutta

Edition 3: September 2022

➞ The approach you take to solving a problem

INTRO FIT QUESTIONS CASE INTERVIEW Q&A

3-5 mins 5 mins 10-15 mins 3-5 mins

Clarifying Questions Framework Analysis Brainstorming Conclusion

Clarifying Questions Framework Brainstorming Analysis Conclusion

Clarifying Questions Framework Brainstorming Analysis Conclusion

Sample framework Frameworks provide clarity of thought and helps

Clarifying Questions Framework Brainstorming Analysis Conclusion

Value Chain Analysis Customer Journey

Supply vs Demand Internal vs External

• Internal factors represent any aspect internal to the client’s

Clarifying Questions Framework Brainstorming Analysis Conclusion

TIPS FOR SUCCESS

SANITY CHECK MISTAKES SHORTCUTS TALK SO WHAT? PRACTICE

Mistakes are okay. Round-off when Draw necessary

Clarifying Questions Framework Brainstorming Analysis Conclusion

Summary STRUCTURING RECOMMENDATIONS

Risks & Concerns SHORT LONG

Motorcycle Multi-purpose Units Exported 6M 2W PV CV 3W

Pre-Production During Production Post-Production

Pre-Production During Production Post-Production

Leading players MFs Life Asset fin. MF AUM $478B

Pre-service delivery stage Service delivery stage Post-service delivery stage

Internet Users 780M 30%

Pre-Production During Production Post-Production

Pre-Production During Production Post-Production

Pre-Production During Production Post-Production

Midstream Players 15% RoW

Upstream Midstream Downstream

Total Exports $25B Africa

Pre-Production During Production Post-Production

Power Generation Transmission & Distribution Energy Market & Customer

Competitive advantage in an industry is dependent on five primary forces:

The degree of these threats determines the attractiveness of the market

Note: Identification of buyers and suppliers is key. Here’s an easy Substitute

Barriers to Entry: Relationship with Suppliers:

BCG – GROWTH SHARE MATRIX

High Market Share

High Growth, Low Share. Companies should invest in or discard

High Growth, High Share. Companies should significantly invest in

ANSOFF MATRIX PORTER’S GENERIC STRATEGIES

New Markets Differentiation

Examine product’s Identify if share Crash program to

High Market Share

Different Target Market Non-Core Business

Step 3 On the Next Page

Price / Unit # of Units Value Chain /

Internal External Supply Demand

Fixed Costs Variable Costs # of units

Product Purchase Post Purchase

Competition Substitutes Billing

Profit Client is facing reduction in earnings/profits (bottom line) due to possible

Packaging Cost per trip

Price Number of Units

Price Elasticity Number of Number of units/Ticket size

Competitors Supply Internal Internal

Competition Value Chain PESTEL