ESADE MBA Consulting Club Case Book

E
{ CASEBOOK
by
THE ESADE MBA CONSULTING CLUB }
ESADE MBA Consulting Club | casebook 1
ACKNOWLEDGEMENTS
The inaugural edition of the ESADE MBA To the ESADE MBA Consulting Club Members and Alumni…
Consulting Club Casebook is only possible
Special thanks to Gaurav Gupta, Lina Perez, Lucia
through the tremendous effort, commitment
Piazzesi and Jofre Casas for their case testing.
and determination of the following bright stars:
We also would like to thank our other Alumni contributors:
Dieter Kohler (ESADE MBA Class of 2010 and member of our
To the Boston Consulting Group… Alumni Advisory Board) and Marc Andre Lein.
We are hugely grateful to Joan Sol for his meticulous review And finally, thank you to Thomas Gut, Paul Fattinger, and
and valuable feedback to our cases. Many thanks also to María the Consulting Club Board from the ESADE MBA Class of
Ángeles Bosch and Santiago Fernandez for representing BCG 2011. You set an unequivocal standard that our Board still
and helping us throughout the development of our casebook. strives to follow. For the inspiration to create this Casebook and
your continued influence in driving the ESADE MBA forward,
Thank you to all the BCG consultants who contributed their
we thank you.
insights into the life of a consultant: Hans Clement, Paul
Fattinger, Joan Sol, Marc André Lein and Diego Aguilar.
To the ESADE MBA Career Services…

To Helga Kirchner, our ESADE MBA Career Services Director
and to whom the casebook owes its existence, thank you for
your tireless efforts in supporting the ESADE MBA students in
their career quests.
We would also like to extend our thanks to Carmen Gonzalez,
who has become a welcome partner to the ESADE MBA
Consulting Club.
2 casebook | ESADE MBA Consulting Club

CONTENTS
Acknowledgements 2
Introduction 4
Education 5
Interview Preparation 22
BCG Interviews 29
Cases 38
Heathrow Airport 39
Mobile Usage in Spain 42
US Househould Debt 44
Windows Supplier 46
Restaurant in Buenos Aires 50
Duke’s Meadow Golf Club 52
Gracia Football Club 56
NICE Mobile 58
Pharma Sales 63
Rascal Beer 66
Private Highway 68
Italian Food Expansion 71
Bank’s Wedding 75
Car Manufacturer 79
Market Entry into China 84
The Cost of Health 88
Museum Opening 91
Green Airline 95
US Submarine Sale 99
IT Cost-Cutting 102
Final Notes 106
INTRODUCTION
The ESADE MBA Consulting Club is proud to present the We placed special effort on creating a user-centric design for
inaugural edition of our Casebook in collaboration with The this Casebook – we strongly believe that design is and will be
Boston Consulting Group. a key differentiator not just in tools such as this one, but in the
future of business. By streamlining the information so cases are
We created this Casebook to prepare MBA students for case
more intuitive and easier to give when practicing in pairs, we
interviews, specifically through:
aim to facilitate a smoother and more efficient case practice
experience.
• Sharing perspectives from BCG consultants about their We hope you find this Casebook useful and relevant in your
personal experience in consulting interview preparations for consultancy firms.
• Presenting solid insight into the case interview process and
preparation techniques
• Providing access to a broad range of BCG-approved cases for
practice

{EDUCATION}

EDUCATION
The consulting interview
Applicants to consultancy firms can expect to undergo several The business case is a key feature of the interview. Mastering
interviews (typically four to five), each lasting in the region of 45 the case interview is essential to succeed in the consulting
minutes to one hour. interview.
15 - 20 min 20 - 25 min 5 min
Start Behavioral Interview Business Case Q&A End
Better understand candidate’s background Prove competence and thinking ability Demonstrate
and goals interest &
Draw clearer idea of candidate’s preparation
Determine mutual requirements capabilities and potential
Wrap up
Key focus of this book!

EDUCATION
Introduction to the ESADE education section
The ESADE MBA casebook will introduce

the concepts of:
Why Why companies are increasingly using

cases in their interviews
What is a case and what types of cases

are frequently used
How What Methods and frameworks for how you
can successfully complete an interview
case
This casebook will provide a basic overview of concepts and frameworks as a guide for
your interview preparation, but your study should be augmented by other materials

EDUCATION
Why do companies use case interviews?
Cases go beyond behavioral and background questions to assess the
actual abilities of a candidate
Why
Cases can test quantitative aptitude, creative thinking, general
business acumen, soft skills, presence, poise and reaction to
pressure through a business simulation
Companies use cases to analyze your client-readiness and determine

whether you could interact with clients in a professional manner if hired
evaluate potential candidates and are increasingly being used by industry

EDUCATION
What are cases?
Cases are a tool used by interviewers based on a business scenario; the
candidate is expected to replicate the steps of a consulting project
They are a means of evaluating potential candidates when facing a

real-life business challenge
What
The interviewer typically selects his or her own cases, either based on a
real-life project or on a fictitious business scenario, however both serve
the same purpose
Interview cases are meant to show your structured thinking and how you would approach
a hypothetical business problem – there is not necessarily one right answer

EDUCATION
What types of cases are there?
Several types of cases are commonly used:
How much gum is chewed each day in the US?

Market Sizing How many text messages are sent each year in Spain?
What is the financial gain of hosting the Olympics?
How How can a manufacturer increase falling profits?

Operations How can a factory decrease throughput time?
One branch of a retail chain is failing. Why?
Market entry- how should company X enter country Y?

Strategy What are growth strategies and options for company X?
How should a company bring their new product to market?
Although less common, you may also encounter:

With eight marbles and one balance, what is the minimum
Brain teasers number of moves you could make to figure out which is
lighter than the others?
What is the NPV of a prospective project?

Finance Determine which is more profitable, option X or option Y?

EDUCATION
How to approach your case Source: Darek Tasek - Crack the Case 2011
1. Listen 2. Assimilate 3. Deliver
Be sure to understand the Plan and structure an approach Deliver a solution that answers
business question the main business question
Determine which frameworks will
Make note of all key information be useful Be sure to interact with your
interviewer at every step of
Identify what information is your analyses and solutions
missing and what questions to
ask interviewer Address ideas and issues that
you identify
How The case interview is an interactive exercise between candidate and

interviewer - be sure to communicate with interviewer at every step of your
case

EDUCATION
Materials
Common VC
Price
Packaging
Revenues (+) x Delivery
Commission
Direct labor
Volume Depletion
Variable Rent
Common FC
Property tax
Costs (-) + Insurance
Depreciation
Interest
Fixed Fixed OH

EDUCATION
Three Cs model (or strategic triangle)
Current customers
Customers Current marketplace
Segmenting options
Company Competition
Competitive advantage Competitive response

Make or buy Brands / image
Resources available Capitalize on differences in cost structure
Cost effectiveness Industry dynamics
The strategic triangle, or 3 Cs framework, is useful in understanding the source or cause of broad
business problems including marketing or internal performance issues.

EDUCATION
New
Threat of entry
Entrants
Bargaining Power
Suppliers Rivalry Buyers
Bargaining Power
Substitutes Threat of substitution

the attractiveness of an industry and
can be used to evaluate market entry
and M&A opportunities.

EDUCATION
BCG growth matrix
Relative Market Share
High Low
cash cows in question marks to

transform them into stars.
High
Question
Market Growth Rate
Stars
Marks
The BCG growth matrix is used to

Low
Cash Cows Dogs evaluate a company’s portfolio of

products or product lines in order
to determine in which to further
invest or to divest.

EDUCATION
SWOT Analysis
Strengths Weaknesses
} Internal
Factors
Opportunities Threats
} External
Factors
When evaluating a market entry (geography, new product lines, etc.) or business
opportunity, a SWOT analysis is used to assess the business environment.

EDUCATION
Ansoff growth matrix
Products
Existing New
The Ansoff matrix is used to
evaluate strategies for launching
Existing
new products or entering new

Market Product markets when a company wishes
Penetration Extension to grow.
Markets
New
Market
Diversification
Development

EDUCATION
Four Ps model
What is the product, what customer needs does it fulfill?
Product How is the product differentiated?
Does the product interact with other products (complements) or product lines (internal)?
What is the absolute / relative price of the product?

Price How will sales staff be compensated (commission, etc.)?
Will discounts or incentives be offered, at what interval?
What types of stores will offer the product?

Placement How will the product reach the stores (supply chain, distribution channels)?
For new products, will test markets be used for roll-out?
What marketing strategy will be used?

Promotion How will the brand message be communicated to different stakeholders?
Based on segmentation, how will the product be positioned?
The four Ps are useful when evaluating a product or marketing strategy and can be used
to determine the cause of an increase or decrease in sales; it can also help in identifying
new opportunities to market new or existing products.

EDUCATION
Value chain
Marketing
R&D Inputs Production Distribution Service
& Sales
Using an example of the pharmaceutical industry...

New drug Sourcing of Production and Outbound logistics to Marketing efforts, Keeping public
research & materials packaging of drugs pharmacies, hospitals, PR, sales efforts to up to date about
approval needed for care facilities doctors / hospitals potential side
production effects
Value chain analysis is used to look at activities throughout organizations, supply chains and
distribution networks. The value chain is a useful framework to understand the workings of an
organization, to determine where value is added and to identify weaknesses or bottlenecks within
an organization.
EDUCATION
Financial statement analysis
Balance Sheet
Revenues Assets Liabilities & Equity
Sales (volume * price) + Current Assets Short Term Liabilities
Financial income (ie interest) + cash / cash-like assets accounts payable
Total Revenues accounts receivable loans payable
Cost of Goods Sold (materials, direct labor, OH) - inventories taxes payable
Gross Margins prepayments long-term liabilities
Expenses dividends payable long-term debt
SG&A - Total Current Assets Total Liabilities
Insurance - Long Term Assets Equity
Salaries - PP&E (minus depreciation) common stock (book value)
Utilities - investments retained earnings
Total Expenses Total Long Term Assets Total Equity
EBITDA Total Assets Total Liabilities + SHE
Depreciation & Amortization -
EBIT
Interest Expenses - Ratio Examples
Income before tax ROE Operating Margin
Tax (income * tax rate) - ROA Profit Margin
Inventory Turnover Debt to Capital
Net Income
AP Turnover CFO to Debt
Asset Turnover ROI
Income statement and balance sheet analysis are used Current Ratio Gross Margin
Cash Ratio Price to Earnings

EDUCATION
Project and company valuation
Project Valuation Method

NPV* sum of present value of cash flows for entire project duration
IRR discount rate where NPV equals zero, indicates the profitability
of a project
Payback length of time to regain cash from an investment (years or *NPV will be most commonly used
(Break Even) months) to evaluate projects for cases
Company Valuation Methods Free Cash Flow

Discounted Cash yearly expected free cash flows discounted based on Sales +
Flows the weighted average cost of capital, can include a
C (n+1) COGS -
terminal value
TV = EBITDA
Dividends-based sum of infinite dividends payments using perpetuity
estimation (terminal value)
R-g D&A -
EBIT
Multiples valuation based on comparison to similar companies Terminal Value Taxes -
(price-earnings ratio, EV/sales, book-to-market, etc.) Calcuation EBIAT
D&A +
Operating Cash Flow
A J-curve can be used to
+ CAPEX
Working Capital
-
-
Free Cash Flow
Time
illustrate the breakeven
- point

{ INTERVIEW
}
PREPARATION

Grow Further.
Interview ESADE MBA Consulting Club | casebook 23

Preparation
INTERVIEW PREPARATION
Our interview process is aimed at getting to know you Case Study
personally, learning more about your analytic capabilities, and
We use a case study to give you an opportunity to demonstrate
also introducing you to our people and our work. We assess your
your problem-solving skills. Because the case is likely based on a
ability to listen, communicate effectively, and present yourself
real client project your interviewer has worked on, you will gain a
with tact, energy, and persuasiveness. We look for intellectual
unique insight into what strategy consulting at BCG is like.
curiosity and creative thinking. And sometimes, we just want to
find out what it would be like to spend a week on the road with
you, working together on a client project. Interviewers value a
sense of humor and a bit of “sparkle” in your personality.
Typically, we divide interviews into three parts: personal
background, consideration of a case study, and an opportunity
for the applicant to ask questions about us.
Your Personal Background

During the interview, we want to find out more about you and
how you would fit in at BCG. For example, you might be asked to
describe ways you have been able to make an impact in a team
environment in the past. Or you could tell us of a time when you
were able to overcome obstacles, persuading others to go along
with a decision that they had initially resisted. The interviewer
may also simply be curious to hear your motivation for choosing
to pursue a career with BCG.

MOST IMPORTANT: BE YOURSELF
The case study will feature a business problem that you and • avoid rushing to a solution without making sure you
the interviewer will seek to solve together. It will not require understand the problem
extensive knowledge of specific industries or processes, and
• ask questions to get all the relevant information you need and
often our cases have no right or wrong answers. Your questions
rely on your interviewer to help you get on the right track
and thought processes are more important to us than coming
up with an actual solution. • make assumptions, but be transparent about the assumptions
you are making
We hope that you will find the discussion of the case study
intellectually stimulating. There is no better way to simulate what • perform a sanity check when doing calculations— you will
we do than to work through one of our cases. score extra points for this
Questions and Answers • take hints from the interviewer; we want you to succeed, and
we don’t play games
The interview is your chance to ask questions about working
at BCG or your interviewer’s personal experience. It is an • be flexible: if your approach is not leading to a solution, pause,
opportunity for you to get to know our people and our culture. rethink the key issues, and adjust your approach
Come prepared with the questions that matter to you, and we
• explore what is important and what is not; focus on the former
will make every effort to answer them.
and don’t let yourself be held up by the latter
• resist the urge to rely on a textbook approach or conventional
Preparation for the Case Study
wisdom
To prepare for the case study discussion, you can review some
• seek creative and innovative approaches to solving the case
practice cases at www.bcg.com/careers. The Web site examples
will give you an idea of what to expect in the case study portion
of the interview. One last piece of advice: be yourself and have fun discussing
While there are no set rules on how to solve a case, we have the case. If you find this an exciting and entertaining experience,
found that some advice can help you succeed. You should you’ll likely enjoy being a consultant at BCG.

DOS AND DON’TS FOR THE CASE STUDY
Do
Listen to the Interviewer and Ask Questions Generate a Hypothesis and Explore Options Creatively
The interviewer will begin by laying out the problem. You Make suggestions on how to solve the key issues you have
should take time to align your thinking, ask clarifying questions, identified. The interviewer will be looking for the same things
and communicate your line of reasoning to your interviewer. The a BCG client would expect when working with us—innovative
interviewer will also give you hints and help along the way, so approaches that can change the rules of the game and creation
don’t be afraid to take notes. of lasting competitive advantage.
Structure the Problem and Develop a Framework to Solve it Synthesize Thoughts and Draw Conclusions from your
Analysis
Take a moment to think about the case to gain perspective.
Putting together a structure and a framework will help you clarify At the end of the interview, you should summarize the key
each step and enable you to identify the analysis you may want hypotheses and options you have developed. Then, conclude
to perform to reach a solution. with your recommended solution to the client’s problem.
Focus on High-Impact Issues

Concentrate on the issues that will really make a difference and
create value for your “client,” but make sure that you explain the
reasons behind your choices.

DOS AND DON’TS FOR THE CASE STUDY
Don’t
Don’t Rush into the Analysis without Developing an Don’t Internalize your Thought Process
Understanding of the Problem
The interview should be a dialogue between you and the
During the discussion, the interviewer will work with you to interviewer, so make sure you communicate your logic and
organize your thoughts and steer you toward a solution. Don’t underlying assumptions.
be afraid to ask questions that check your understanding.
Don’t Panic if the Answer is not Apparent

Standard frameworks you have learned in school may appear
There is no right or wrong answer in our interviews, and you are relevant, but they may not hold up after closer consideration.
not expected to know everything about business. The objective
of the interview is for us to learn about your approach to solving
business problems, so remember to discuss your line of thought
with the interviewer.
Don’t Defend your Solution at all Costs

If the interviewer challenges the solution you propose, don’t
go on the defensive. Acknowledge the possibility that the
interviewer has brought up a relevant perspective that you had
not considered and reexamine your thinking accordingly.

The Boston Consulting has more than 70 offices in
over 40 countries.
To learn more about BCG, to find out more about

activities on a campus near you or to apply please visit
www.bcg.com
BCG is an equal opportunity employer.

© Thecasebook
28 | ESADE MBA
Boston Consulting Consulting
Group, Inc. 2008. Club
All rights reserved
{ BCG
INTERVIEWS }
BCG Interviews
Joan Sol | Barcelona What is the source of inspiration for your cases?
What is it you look for in a personal interview? What about Real projects I’ve done previously. I don’t like asking candidates to estimate
the number of ping pong balls you can fit into a Boeing 747 because I don’t
cases? Is one worth more than the other? test consulting skills. Rather, I prefer to test them with the same kind of
I look for a well-rounded and balanced candidate, with good interpersonal issues and strategic decisions I face during a project.
and analytical skills. Both dimensions are important and candidates must
excel in them. The acid test question I ask myself is “Would I like to have this
candidate working in my project?” How did you prepare for your case interview when you
interviewed with BCG?
What distinguishes a good candidate during a case interview? I read a couple of booklets on consulting interviews. And I also practiced,
practiced and practiced. That’s the most important part of preparation.
You feel it. A good candidate engages in the discussion, connects with the
interviewer, shows high level of motivation and enjoys the interview. So, if
you have fun during the interview, that’s a good signal! What is the best thing about being a consultant? What is the
worst?
What is the most memorable case interview that you have Just one? There are a lot. My favorites are (1) full responsibility you have
ever given? from day one, (2) intellectual challenge you face in every project and (3)
working with such a talented group of people
One year ago I interviewed an MBA candidate. I started introducing the
case, showing him a slide about the industry, when he interrupted me and The worst thing to me is traveling, especially when you have a newborn
said “I have done this case, with these exact numbers”. I thanked him for his baby at home…
sincerity and asked him who told him about the case, maybe a colleague
who interviewed with me beforehand. His answer was unforgettable: “No
Joan, I have done this case, in another consulting interview”. I was really In your opinion, does the preparation / interview of cases
shocked since I created the case from scratch based on previous experience
in a client. My takeaway: It’s a pity I don’t copyright my cases…
Absolutely. As I mentioned, I like to test candidates facing similar issues to
those I have, so at the end I am testing their consulting skills.

BCG Interviews
Paul Fattinger | Vienna
What is it you look for in a personal interview? What about What is the source of inspiration for your cases?
cases? Is one worth more than the other? Clearly the projects I have worked on or the ones I am working on are my
In the case part of the interview, I specifically look for the candidate’s inspiration. As consultants we solve cases everyday – and the questions are
ability to structure problems, to think outside the box and to get to the very similar to the ones we ask in an interview. So sometimes when you
bottom of the case. In the personal part I focus on a well rounded story discuss a problem with colleagues or clients, it just strikes you – that would
– why Consulting?; why BCG?; does the candidate understands his or her be a great interview question!
strengths and weaknesses and how the implications on their job.
In my opinion the case and the personal interview are actually quite How did you prepare for your case interview when you
similar to each other. Both show whether candidates are prepared, how
they communicate as well whether they can relate to the situation and
the personality of the interviewer. Last but not least the whole interview ESADE offered several trainings on how to solve cases, which I have found
process usually gives a pretty good picture of a candidate and the fit with extremely useful to set get an understanding of what a case interview is and
BCG. what companies are looking for. As the interview day approaches however,
there is nothing better than practicing cases with colleagues.
What distinguishes a good candidate during a case interview?

What is the best thing about being a consultant? What is the
Well first of all a good candidate gets to the bottom of the case. Moreover
he or she has a clear structure, stays calm, listens to the interviewer and worst?
shows curiosity and eagerness to get understand the problem at hand. I have always asked my interviewers this question and got many different
answers... In my case I love being able to work on interesting issues together
with a team of like-minded but very diverse colleagues. The ‘worst’,
depending on where the project is: I’d sometimes like to see my girlfriend
and friends more often...

BCG Interviews
Paul Fattinger | Vienna
In your opinion, does the preparation / interview of cases
I didn’t realize until I started working as a consultant, but preparing for my

case interviews was a very good learning experience and preparation for
my job. Because, what we ask of candidates during a case interview, is what
we offer to our clients in a nutshell: the ability to dissect complex problems
into manageable pieces, getting results by asking the right questions,
combining all available resources and in the end communicate them in a
clear and concise way.

BCG Interviews
Diego Aguilar | Madrid
How did you prepare for your case interview when you In your opinion, does the preparation / interview of cases
I read my CV and MBA application essays several times to refresh my memory To some extent it does prepare you for the hurdles you will face once you
on the wording I had used to refer to past experience as well as my strengths start, but you would be mistaken if you thought that a good interview means
and weaknesses, I read the book “How to crack the case Interview” and did you know all there is to know about consulting. There are certain skills you
between 20 and 30 practice cases with fellow students. I think practicing is will need to learn very fast, if you do not have consulting experience. Making
important as well as knowing some frameworks, because you need to use slides, the proper slide flow, working on your Excel and communication skills
them during the cases. On the other hand you also have to work on your etc. Be prepared to work very hard and remember there is a steep learning
personal part of the interview, solving the case or developing it is just one curve in consulting. BCG does a great job helping the new consultants with
part of the interview. several trainings, but you have to work hard on your own to be able to
become a good consultant.
What is the best thing about being a consultant? What is the

worst?
There are a lot of good things, you can work in different companies, learn
from different industries and practice areas. Also you get to know and work
with accomplished and motivated people as well as access to top executives
very early in your career.
There are always downside risks as in every other career. You can get though
cases, which means long hours or you can get boring cases where you will
learn very little. In my opinion some risks are worth taking, a consulting
experience in a top consulting company like BCG will definitely have a
positive impact in your professional career.

BCG Interviews
Marc André Lein | Amsterdam how well the person can have an intellectual conversation to understand if
the person is only looking at the problem at hand or does also have a more
broader view. I am most impressed if a person not only solved the case in
a good way, but also raises good points to consider or asks questions that
What is it you look for in a personal interview? What about I haven’t thought of myself, which shows me that the person is thinking
cases? Is one worth more than the other? about the problem in a holistic way.
In a personal interview I am mainly looking for how the person interacts with
me. Most important for me is to assess whether the person is authentic or
not? Basically I want to get to know the real person. Is the person somebody What distinguishes a good candidate during a case interview?
I could easily see within the firm? In the end BCG is a very diverse place to
A good candidate has a clear structure and tries to really understand the
work at, different nationalities, backgrounds and personalities, so there is
situation/ problem rather than trying to just solve the case. Hence, they
no specific type of person I am looking for, but if I like to get to know more
must not necessarily solve a case without difficulties, as the problems we
about the person, it’s definitely a good sign. It must come natural though,
face in our daily life are not always easy to solve neither. What distinguishes
because otherwise I could think the person is trying to pretend somebody
a good candidate though is the drive to tackle a problem in a structured
he or she in reality is not.
way and identifying the issues that this case contains. In the next step a
In cases I look ultimately at how well a person can solve an issue at hand. good candidate is also understanding implications of problems and
It is important to show that you have the necessary breadth to work on all possible solutions on other areas and is creative in finding solutions or
sorts of problems, but also the depth to entirely understand and solve one identifying issues. If all these points are met, an additional nice-to-have
particular problem at hand. I think that reflects also the work you do in your differentiator is a candidate who is showing some sort of extra. This extra
day-to-day life at BCG. might be smart questions that show different solutions to the problem,
considering something not directly correlated with the solution that might
The way to tackle a case is of course diverse and I learned for example still be very important if you think about a problem holistically and hence
during the team work at ESADE that there is many ways to come to a good showing that the candidate is thinking further than just the obvious…thus,
result. One thing I am looking for however is to assess whether the person trying to identify the real insight.
was just lucky with a case that came easy for him or her or whether I believe
this person could also have easily solved another ‘not so lucky’ case. Hence,
the approach to a case is also important. Am I confident that this person is
following a comprehensive and holistic approach? A perfect case for me is
rather a good conversation. At certain points I am trying to ask questions
that are not directly correlated with the final question of the case to see

BCG Interviews
Marc André Lein | Amsterdam
How did you prepare for your case interview when you
What is the most memorable case interview that you have
First, I started doing a lot of mockup case interviews whenever possible
ever given?
with fellow students.
One of the most memorable interviews was during my first year at ESADE.
However, I didn’t feel that it would prepare me enough. I felt that it was
At that time many people were preparing for their intern interviews and
nice to solve a case here and there, but I didn’t feel like I would be totally
I was having a mockup interview with one of the highest GMAT scores in
prepared for each and every topic that might arise. As I always try to analyze
our class. Hence, I thought that he would probably blast me away with his
and understand things as a closed system, I also tried the same for case
quant skills and easily solve the case. However, I was surprised that this was
interviews. I knew the business tools and frameworks including their
not the case. Of course calculations of any sort were not a problem to him,
implications on a business, but I didn’t feel so comfortable with identifying
so I tried to have a case that included quantitative and qualitative parts.
the issue at hand, hence connecting these tools and frameworks and
Even so I could see that he had a clear structure in his head and that he
applying it to a company in a holistic and detailed structure, that was my
could easily go into depth, he was lacking some of the breadth that was
main weakness. Hence, I sat down and developed a framework that basically
needed to solve this case. In that moment I realized that being smart is not
combined all other main frameworks and tools and included them into a
all that is needed to make it into Consulting, but you need to have a broader
company’s business structure and environment that would be structured in
skill set. Just being an expert in one dimension does not suffice.
the way I think. This framework helped me thinking about a problem more
My interview partner was of course smart enough to identify his weaknesses exhaustively by connecting the dots. Kind of being the storyline I could use
as well, worked on them constantly and also developed further during his for every problem, at least that was the intention.
time at ESADE and is today also a successful Consultant.
What is the source of inspiration for your cases?

The sources of inspiration for me are a mix of cases I have seen in other
case books, the interviews I were given to myself, experiences I got from
my daily work life and personal interests about topics that I am interested
in discussing. If within cases a certain questions comes into my mind, I
sometimes also pick up on that to start an interesting discussion.

BCG Interviews
Marc André Lein | Amsterdam
I also found it very helpful to read several magazine and newspaper articles In your opinion, does the preparation / interview of cases
such as interesting ones from the Harvard Business Review as they triggered
my thinking further in a broader direction and was also informed about
Definitely, a case includes most of the things that are also needed for the
current political and business developments and had an opinion about
day-to-day life of a consultant. Given the breadth of our work, it’s important
them.
that a case let an interviewee show his or her breadth. When analyzing a
topic, we need to go to the utmost depth as we try to identify the underlying
problem, not just the symptoms. Both taking together, we need to identify
What is the best thing about being a consultant? What is the the insights needed. You also see how a person is acting under pressure
worst? as the interview itself is kind of a stressful situation. In addition, you also
need to think quick sometimes when in a direct client situation, which is
The best thing is the intellectual challenge that you are facing over and over
also tested in a case interview.
again. You need to be at your best at almost every day, can contribute to a
company’s and BCGs success and also have a visible impact and have very The preparation itself also helps tremendously for your work as a consultant.
interesting topics to work at. Also the open working culture and exchange As you need to prepare for all sorts of topics, you also broaden and specify
at BCG is one of the best things of my job. I enjoy having open discussions your skill set which is definitely needed to succeed in Consulting.
with my colleagues irrespective their level within the company over all sorts
of problems and cases that we work on.
I like my job, so there is not a lot that I dislike. The worst part of being a
consultant for me is hence being limited in your stock trading activities. I
don’t trade at all, as I don’t want to get into a position that might contradict
with the ethical values of BCG.

BCG Interviews
Hans Clement | Dubai
What is it you look for in a personal interview? What about How did you prepare for your case interview when you
cases? Is one worth more than the other? interviewed with BCG?
What I look for in an interview are the main characteristics of a person and I basically did a lot of interviews with my peers. I used to exercise my math
the driving forces for his/her application for BCG. skills in some classes under the influence of some disturbing voices.
I try to assess his fundamental behaviour and his/her curriosity. At the end The last week before my final cases I focused very much on the personal
of the day I want to know if he/she could be a person I want to work with interviews.
and if i can trust him/her fully.
With regards to the cases it’s a very good mean to see a person’s attitude in What is the best thing about being a consultant? What is the
stressful situation and how he/she reacts with constantly changing input
and ideas.
worst?
Amazing learning curve at the beginning. High profile projects. Ever
So the combination of the personal interview and the case should give me
changing topics to work on.
a good sense on what person sits in front of me.
Being away from home for most of the week.
What distinguishes a good candidate during a case interview?

His/her curiosity, his/her ability to handle new ideas and input, creativity
In your opinion, does the preparation / interview of cases
and his/her ability to make it an interesting conversation.
Partly yes, it basically gives you an idea how a consultant is structuring a
problem and try to solve it.
What is the source of inspiration for your cases?
Moreover you get a very good sense that you need to think in all directions
Previous experience – case related examples. Everyday examples. to find a solution for a problem.

{CASES}
Heathrow Airport Market Sizing
?
Business Operations
Strategy quantitative qualitative
Prompt - Part 1 Notes

The client is BAA group - the owner of London Heathrow Airport, one of the world’s busiest international airports. Analytical & Problem
Estimate the number of passengers that travel through Heathrow per year. Solving Skills
1 2 3 4 5
Guide - Provide only if requested

Number of runways: 2 Communication &
Runway utilization: 1 takeoff/landing every two mins Cookies Traps Presence
Airport opening hours: 18h per day
¤ Referencing different ¤ Missing utilization 1 2 3 4 5
Average plane capacity: 250 seats plane sizes (domestic rate
Plane utilization rate: 70% vs international) ¤ Not considering
¤ Asking about cargo number of runways
flights Business Acumen
x
¤ Distinguishing 1 2 3 4 5
business & leisure
Suggested Approach - Part 1 Common Sense &

Practicality
1 Runway analysis 2 Plane analysis 3 Conclusion 1 2 3 4 5
Number of runways: 2 Average plane capacity: Passenger numbers per day: 189,000
250 passengers 175 avg passenger volume * 1080
Runway utilization: Creativity
(candidate may round up to 190,000 if
1 takeoff or landing (T/L) every 2 mins Average plane utilization
requested) 1 2 3 4 5
Opening hours of airport: rate: 70%
Passenger numbers per year: ~68m
5am to 11pm - 7 days a week Average passenger volume 189,000 passengers per day * 360
Number of T/Ls per hour: 60 T/Ls per plane: 175 (utilized days may be reduced)
250 * 70% Energy & Fit
(60 mins / 2) * 2 runways
Total market size: 1 2 3 4 5
Number of T/Ls per day: 1080 T/Ls
~68 million passengers fly though
60 T/Ls per hours * 18 hours
Heathrow airport
?
Business Operations
Prompt - Part2
Our client is BAA Group, the owner of Heathrow airport.
Heathrow airport is currently running over-capacity by 15% in terms of passenger numbers.
The government is insisting that BAA group reduce its passenger numbers and match capacity immediately (within the next year)
What do you recommend BAA group do in order to meet the government request?

There are four airports in London:
Heathrow (largest) Cookies Traps
Gatwick (2nd largest)
¤ Suggesting other ¤ Not assessing
Stansted (3rd largest) the possibility
important revenue
City (smallest) sources suggest as of increasing
BAA Group owns Heathrow and Stansted in London, and also owns three other airports in the retail lettings and airport capacity
UK advertising as a solution to
matching capacity
Heathrow’s location is very residential
x
Heathrow charges to airline companies are currently the highest of all London airports . Two
principal charges to airlines are:
Two principal charges to airlines are:

Hub fees
Take off/Landing fees
Relationships between airports and airlines are long-term

Business Operations
Suggested Approach
1 Options Options
Increase Capacity Reduce plane
Increase operating Increase prices/ Reassign airlines to

Build new runway
hours charges other UK airports
X X
Would need planning permission Heathrow is set in a residential area.
X
Heathrow Hub & Take-off/landing BAA has the advantage of owning an addition-
and would be subject to dispute Not possible to extend operating fees are the highest in London. al London airport and should explore transfer
among residents (i.e. a potential hours Increasing prices would increase of hubs to this or other of its UK airports to
Long-term solution only) the risk of competitive responses maintain its long-term relationships
from Gatwick & City
All are good ideas, but reassigning airlines to

its other airports (most probably Stansted) is
the best option given the already high prices of
Heathrow and the competitive responses from
other London airports
2 Solution
BAA Group should transfer the small airlines and/or the low cost ones to Stansted.
A selling point for these airlines is that hub and takeoff/landing fees would be less at Stansted than at Heathrow,
which would actually be of benefit to their business models.

Mobile Usage in Spain Market Sizing
?
Business Operations
Prompt Notes
How many minutes of mobile phone calls are made each day in Spain? Analytical & Problem
Solving Skills
1 2 3 4 5
Guide - Provide only if requested Communication &

Presence
Population of Spain: 45m
Ratio of urban:rural population: 3:1 Cookies Traps 1 2 3 4 5
Total market penetration: 95% (Spain)
¤ Differentiating ¤ Not considering
Urban market penetration: 100% (Spain) rural vs. urban
between pay-as-
you-go vs contract usage (population Business Acumen
customers & their approach is more 1 2 3 4 5
different consumption effective)
patterns
x
Common Sense &
Practicality
1 2 3 4 5
Creativity
1 2 3 4 5
Spain
S
Energy & Fit
1 2 3 4 5

Mobile Usage in Spain Market Sizing
Business Operations
Suggested Approach
1 Size the market 2 Conclusion
Population: 45m Approximately 900 million minutes of mobile phone calls are made each day
Estimated demographic audience: 10-70 year olds

(70 - 10)/75 = 80%
Target market audience: 36m (45m * 80%)
36m
Urban Rural
27m Market size 9m

(36m * 75%) (36m * 25%)
27m Market 7.2m

(100% penetration) penetration (36m * 95%) - 27m
Average daily
30 mins 15 mins
phone usage
Total demand: 918M mins/day

(30 mins * 27M) + (15 mins * 7.2M)

US Household Debt Market Sizing
?
Business Operations
Prompt Notes
Estimate the total US household debt. Analytical & Problem
Solving Skills
1 2 3 4 5

US population: ~300m Communication &
Average US household size: 3 people Cookies Traps Presence
¤ Identifying principal ¤ For mortgage debt, 1 2 3 4 5
Sources of debt: debt sources assuming that all
Mortgages (70%) ¤ For credit card debt, property is private
Other household loans (20%) identifying individual property
Credit cards (10%) consumption ¤ Assuming that all Business Acumen
(as opposed households have a 1 2 3 4 5
% of private property among US households: 70% to household mortgage (i.e. not all
x
% of private propery with existing mortgages: 66.67% consumption) as a paid off )
Average US mortgage: $150,000 preferred approach
¤ Recognizing that Common Sense &
Estimated credit card penetration rate in US: 55%
card holders can have
Average household credit card debt: $17,000
more than one card
Practicality
1 2 3 4 5
Suggested Approach Creativity

1 2 3 4 5
1 Estimation of US household size

US population: ~300m Energy & Fit
Average US household size: 3 people 1 2 3 4 5
Estimated number of US households: 300m / 3 people = ~100m households

US Household Debt Market Sizing
Business Operations
Suggested Approach
2 Analysis of debt sources
Other Household
Mortgages Loans
Credit Card
70% 20% 10%
X
Unlike mortgages and credit cards, other household loans are extremely fragmented and include various
loan types. Therefore candidate should use either mortgages or credit cards as the basis of calculation
3 2 Methods for calculation of estimated US household debt

Method 1 - Mortgages
% of private property among US 70%

households 100m * 70% * 66.67% * $150,000 $6.75 trillion / 70%
% of private propery with existing 66.67%
mortgages = $6.75 trillion
= ~$9.5 trillion
Average US mortgage $150,000
Method 2 - Credit Card
Estimated credit card penetration 55% 100m * 55% * $17,000 $ 0.95 trillion / 10%
rate in US
Average Household credit card debt $17,000 = ~$0.95 trillion
= ~$9.5 trillion
Window Supplier Market Sizing
?
Business Operations

Our client is a supplier of windows to global construction companies. The client owns a factory which has been Analytical & Problem
extremely successful since its launch five years ago, with revenues growing at an average rate of 10% per year. Solving Skills
However, throughput time has increased rapidly in recent times, from one month to an average of three months 1 2 3 4 5
(order through to client delivery). Their clients are not happy and have signaled that they will reconsider their
relationships if speed of delivery does not improve.
Communication &
Why has the throughput time increased so sharply? Presence
What can the company do to address this problem? 1 2 3 4 5
Business Acumen
1 2 3 4 5

Margins / profits have remained constant Common Sense &
The operation is extremely efficient: No problems Cookies Traps Practicality
The market consists of very few suppliers: 6 principal ¤ Quickly identifying 1 2 3 4 5
¤ Spending too much
suppliers, 2 in the US (operating at full capacity), 3 in EU capacity issue time analyzing the
(operating at full capacity including your client), and 1 in ¤ Identifying client operational process
China (with spare capacity) options (see next (SCM)
The client has a small number of large buyers page) without Creativity
The client produces both frame and galss guidance 1 2 3 4 5
components of windows
x
Product mix has not changed
Energy & Fit
1 2 3 4 5

Business Operations
Suggested Approach - Part 1

1 Identify cause of throughput deficiency
Consistent year-on-year revenue and profit growth of 10% and an efficient operational process can only mean one thing, the firm is
suffering from insufficient capacity to satisfy its demand growth.
2 Identify client options

Since our client’s buyers have made clear that they will reconsider relationships soon, and because the company is dependent on a small
number of clients (i.e. strong buyer power), the first step needs to be to identify a short-term solution.
Improve Increase Build a new

Do Nothing M&A Outsource
Ops Prices plant
X X X X
Company will Operations do Glass is This is a long- Good solution Glass is highly
lose clients if not have any a highly term solution; but not commoditized and
no action is problems commoditized a new plant necessarily easily procured
taken product would take the quicket
years to build and requires
funding
US-based companies EU-based companies China-based companies

With There are 2 US-based There are 3 EU-based One newly established
companies operating at full companies including your factory in China with large
whom?
X X
capacity client, which are all at full available capacity
capacity

?
Business Operations
Prompt - Part 2
After identifying the chinese factory with whom to partner, you recommend that your client approach them to outsource production.
Estimate who holds the greater power in negotiations when they meet.

Draw comparison line and ask candidate to indicate where the balance of power lies.
50%
Client Chinese
?
Factory
Prompt - Part 3
In preparation for a first meeting with the Chinese factory representatives, your client has conducted some addtional research and learned that
the company is on the verge of bankruptcy.
The factory was built three years ago in anticipation for demand that never materialized and hence has large amounts of spare capacity.
Based on this new information

Re-estimate the balance of negotiation power?
Would there be any changes to your recommendation?

Business Operations

Draw comparison line and ask candidate to indicate where the balance of power lies and why.
The new information of the financial position of the Chinese factory significantly shifts the position of power.
50%
Client Chinese
Factory
Based on this, the client should additionally consider an acquisition.
Conclusion
Candidate should be able to sum up a recommendation based on his/her assessment and confidently support one of the
two options based on his/her assessment
M&A Outsourcing
Pros: Pros:
Good opportunity to expand and increase capacity of Less funding required
production, increase market share, increase economies Client can take advantage of a strong bargaining position
of scale, and enter Chinese market Quick fix to client prinicpal business solution
Risks: Risks:
Cultural fit and adaptation to new market Client could lose it position of negotiational power in the
Financial risk of funding long term and miss a strong growth opportunity
Other M&A risks of synergies (e.g. quality of product) Quality of product

Restaurant in Buenos Aires Market Sizing
?
Business Operations
Prompt Notes
Whilst on holiday in the Argentinean capital, you meet through mutual friends, Mike, the proud new owner of Analytical & Problem
YuNoodle, a Korean noodle restaurant. Solving Skills
You ask about his restaurant and he tells you that business has been very successful since its launch one year ago. 1 2 3 4 5
He also mentions that he has recently been approached by a bank offering YuNoodle the option to accept credit
card payments. He says that he is unsure, and that although some rival restaurants do accept card payments, credit Communication &
card usage is fairly low in Argentina. Currently, YuNoodle only accepts cash payments from customers. Presence
1 2 3 4 5
Mike asks you whether or not he should accept the bank’s offer.
Guide - Provide only if requested Business Acumen

$1 Argentinian peso (ARS) = $0.02 USD
1 2 3 4 5
Cookies Traps
Restaurant business can be broken down into two parts: ¤ Identifying that ¤ Assuming that
Restaurant (currently 90% of revenue) profitability is close to everyone will pay by
Opening hours: 9 hours per day for lunch and dinner peaking since capacity credit card Common Sense &
Average client spend: 60 ARS (per head) utilization is very high Practicality
Capacity: 80 seats ¤ Segmenting customers
into tourists (higher
1 2 3 4 5
Utilization: 90%
Profit margin: ~6% usage of credit cards)
x
Growth rate: 0% and locals
Average meal duration: 1.5 hours ¤ Suggesting that any Creativity
fee can be passed to
Take away (currently 10% of revenue) 1 2 3 4 5
consumer
Profit margin: 10%
Growth rate: ~20% per annum
Credit card payment details: Credit card providers charge a commission (2%) per transaction. Energy & Fit
In return they offer business intelligence / consumer insight.
Credit card acceptance will immediately double takeaway sales. 1 2 3 4 5
Mike expects 75% of takeaway customers to pay by credit card.
Regarding the restaurant business, an estimated 25% of customers would pay by credit card.
Restaurant in Buenos Aires Market Sizing
Business Operations
Suggested Approach
1 Understand the business 3 Conclusion
Based on
Restaurant Take away
information and
Average daily revenue: $25,920 ARS Average annual revenue: $1m ARS revenue benefit,
$60 ARS * (80 seats * 90%) * (9 hours /1.5 hour duration) $10m ARS * 10% of revenue Mike should accept
the Bank’s offer
Average annual revenue: $9m ARS Average annual profits: $100,000 ARS as the Take away
$25,920 ARS * 350 days $1m ARS * 10% profit margin business is growing.
Average annual profit: $540,000 ARS
Access to business
$9m ARS * 6% profit margin intelligence will give
Total annual profit: ~$640,000 ARS
additional customer
insight which might
help future business
2 Understand the card payment model and assess the impact considerations.
Restaurant Take away
Loss in profit: $45,000 ARS Increase in profitability: $100,000 ARS

$9 million * 25% * (2%) = $45,000 ARS $1 million * 10% = $100,000 ARS
Loss in profits: $30,000 ARS

$2 million * 75% * 2% = $30,000 ARS
Total change in annual profit: +$25,000 ARS

$100,000 - $30,000 -$45,000 = $25,000 ARS

Duke’s Meadow Golf Club Market Sizing
?
Business Operations

Duke’s Meadow Golf Club was set up about 10 years ago in a suburb of London. Analytical & Problem
The course is a beginner 9 hole course (the standard is 18 holes) and has been extremely successful. Solving Skills
Due to initial funding constraints at time of purchase, founder/owner only developed half the land he originally purchased.
1 2 3 4 5
The owner asks you what he should do with the remaining 50% of his land.
Communication &
Guide - Provide Only if Requested Presence
Percentage of customers who are beginners: 80% 1 2 3 4 5
Cookies Traps
Demand exceeds supply and is growing. ¤ Identifying different ¤ Not considering
levels of demand in selling the land as
Other sports facilities nearby include one professional winter and summer
Business Acumen
an option
golf course and one professional tennis center. months ¤ Not requesting 1 2 3 4 5
¤ Suggesting leasing information
The course is situated on the river and is a neighbor to a the land as an option regarding current
number of rowing clubs. ¤ Suggesting a funds
x
discount rate (not Common Sense &
Two large breweries are also based in the area. necessary due to Practicality
quick payback)
1 2 3 4 5
¤ Taking in account
Funding is not an issue for the client.
seasonal demand
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations
Duke Meadows
Invest Sell
Create Create other

Increase to an Create golf-
entertainment similar sports Brewery Rowing Club
18-hole course related facility facilities
facility
X X X
Insufficient land; e.g. golf range; e.g. bar or restaurant e.g. tennis Unpopular among Strong demand
18 holes target Very consistent with existing customers in area and hence
a more expert company business model; and community bargaining power
audience Would satisfy growing
demand
100% of 70% of 20% of 30% of 100% of 30% of

remaining land remaining land remaining land remaining land remaining land remaining land

?
Business Operations
Prompt - Part 2
Candidate should identify the creation of a golf range as the best option.
Assess the profitability of developing a golf range and recommend whether to pursue.

Estimations for golf range Summer months: Apr – Sept Winter months: Oct– Mar Rowing club has made
Capacity: 50 aisles Daily opening hours: 14 hours Daily opening hours: 12 hours an offer for 15% of land:
Price: £3 for 40 balls Utilization rate: 90% Utilization rate: 50% £300,000
Average duration per 40 balls: ~30min

Revenues Costs
Summer Months Winter Months Fixed Costs Variable Costs
Daily revenue: £3,780 Daily revenue: £1,800 ~£1 million ~£0.02 per golf ball
£3 * (28 hours) £3 * (28 hours)
* 50 aisles * 90% utlization * 50 aisles * 50% utlization Land (already owned) Ball recovery
Structure Maintenance
Machinery
Total annual revenue: ~£1m (£1,004,400) Range design
(£3,780 * 180 days) + (£1,800 * 180 days)
Operating margin: £750,000

£1m * ((£3 / 40 golf balls) - £0.02 per golf ball)
Yes it is a good idea. Creating a golf range would satisfy growing demand and increase profitablity. Additionally, the golf range would provide a
complementary service for beginner golfers.
?
Business Operations
Prompt - Part 3
Candidate should validate the construction of the golf range.
What should our client do with the remaining 30% of the land?

Candidate should evaluate other alternatives including the following;
The client can cash in and sell the remaining land to the rowing club.
However, candidate should readdress the other highlighted option of developing land for other
related sports (e.g. tennis) to the same target market audience and recommend further research.

Gracia Football Club Market Sizing
?
Business Operations
Prompt Notes
Gracia FC, a historically small and provincial football club, is in its fourth consecutive year in Liga 1 (the top Spanish Analytical & Problem
league). Solving Skills
The Club’s board and manager has made clear the club’s goal and expectation: to stay in the top league. The CEO of 1 2 3 4 5
the club also wants to improve cash flow in order to buy top players (e.g. Messi).
Additionally, the board wishes to develop its stadium to top league standards and to increase the match day capacity Communication &
to top league standards. Presence
1 2 3 4 5
The club’s CEO asks you what he should do with the stadium.

Current stadium capacity: 15,000 1 2 3 4 5
Average ticket price: 20€ Cookies Traps
Average Liga 1 stadium capacity: 35,000 ¤ Applying a scenario ¤ Not taking into
Approximate number of games per year at stadium: 30 based approach based account risk
on the information factors and other Common Sense &
Stadium tickets sales: represent 30% of total revenue acquired qualitative factors in Practicality
(other sources are TV rights and merchandising) ¤ Identifying other the assessment 1 2 3 4 5
implications of
Football margins: Gracia FC’s are usually around 20% expanding the
x
(candidate should use this as a proxy to cash flow for stadium (e.g.
increased sponsorship, Creativity
calculations)
advertising and sales
channel commissions)
1 2 3 4 5
Gracia paid a construction company to investigate two options

Developing existing stadium and increasing capacity by 50% at a cost of 5m € (expected utlization rate: 100%)
Energy & Fit
Building a brand new stadium seating 40,000 would cost 40m € (expected utlization rate: 80%) 1 2 3 4 5
For both investments, discount rate is 10%

Gracia Football Club Market Sizing
Business Operations
Suggested Approach
Develop a scenario-based approach to the information acquired.
Candidate should be able to develop three distinct scenarios and assess the financial feasibility of each. Conclusion
Developing the
current stadium
Scenario 1 Scenario 2 Scenario 3
Do nothing Develop current stadium Build new stadium (scenario 2), is the
best option based
Time to complete: 0 year Time to complete: 1 year Time to complete: 2 years on quantitative and
Capacity increase: 0% Capacity increase: 50% Capacity: 40,000 qualitative analysis
Cost to build: 0 € Cost to build: 5m € Cost to build: 40m €
Utilization rate: 100% Utilization rate: 100% Utlization rate: 80%
Annual ticket revenue: 9m € Annual ticket revenue: 13.5m € Annual ticket revenue: 19.2m €
15,000 * 20€ *30 15,000 * 1.5 * 20€ * 30 40,000 * 20€ * 30 games * 80%
NPV: 18m € NPV: 22m € NPV: -1.6 m €

((9m € * 20%) / 10%) - 0 € ((13.5m€ * 20%) / 10%) - 5m € ((19.2m € * 20%) / 10%) - 40m €
Leaving the stadium as is does Less risk than building new High risk project
not support the Club’s long- stadium
term strategy of staying in the Supply estimated to exceed
top league One year until completion demand
Missed opportunity of Two years until completion

increasing revenues
X X
NICE Mobile Market Sizing
?
Business Operations

Your client is the CEO of a French-based mobile phone operator. More specifically, they are a “virtual mobile phone Analytical & Problem
operator”. They differ from traditional mobile operators (e.g. Vodafone, T-Mobile, Telefónica etc…) in that they do not Solving Skills
own mobile antennas, but instead partner with them and rent antenna capacity in order to offer a mobile service.
1 2 3 4 5
Your client has expressed interest in expanding his company’s operations to a new country. They have shortlisted 12
countries.
Communication &
Which country/countries would you select from the list below for our client and why? Presence
1 2 3 4 5

NICE mobile ONLY offers prepaid services 1 2 3 4 5
Cookies Traps
NICE mobile currently provides services in: ¤ Taking into account ¤ Not considering
France - where it partners with ‘Yellow’ changes in consumer the prepaid
UK - where it partners with ‘Finaphone’ habits due to changing market segment Common Sense &
technologies (e.g. in identifying new Practicality
smart phones, markets to enter 1 2 3 4 5
messenger etc.)
x
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations
To be shown to candidate
Industry Growth Rate % of prepaid mobile Stability of prepaid
users segment
Spain Low 40 - 70% Uncertain
Germany Low < 40% Good
Holland Low < 40% Uncertain
Belgium Low < 40% Good
Italy Low > 70% Good
USA Low < 40% Good
Mexico High 40 - 70% Uncertain
Brazil Medium 40 - 70% Uncertain
Japan Low < 40% Uncertain
China High 40 - 70 % Uncertain
India High > 70% Uncertain
Philippines Medium 40 - 70% Uncertain

Business Operations

Candidate should discuss key insights from chart but focus on the following two:
Italy India
High % and stable number of users Fast growing market with large prepaid segment

?
Business Operations
Prompt - Part 2
Which of the two markets would you recommend to prioritize and why?
Support your answer with both qualitative and quantitative analysis. Estimate potential revenue for our client based
on capture of 1% of the market share in both India and Italy.

Italy India
Population: ~60 million Population: ~1.1 billion
Mobile penetration rate: ~95% Mobile penetration rate: ~70%
% of prepaid users: ~90% % of prepaid users: ~90%
Avg rev per customer: $30/per month Avg revenue per customer: $10/per month
Market entry relatively easy due to EU membership Market is highly liberalized and easy for foreign companies to
enter
Italy India
60m * 95% * 90% = 51.3 million customers 1.1b * 70% * 90% = 693 million customers
(51.3 million*$30)*1% = ~$15 million (702 million*$10)*1% = ~$70 million
Key takeaway: Although both markets should remain targets for NICE mobile, the client should prioritize India due to its
large and growing market, along with its liberalized foreign investment policies.

?
Business Operations
Prompt - Part 3
Now that you have identified India as a prime choice, how can you go about entering the market?

There are 15 “traditional” mobile operators in India (none of them are virtual networks).
The top 3 hold ~50% market share
One of the top 3 firms is a current partner of NICE mobile: ‘Finaphone’

NICE mobile has two options:
Partner with existing business partner in Europe
Indian market includes unusually large number of mobile operators: hence large supply of potential partners to enter

Pharma Sales Market Sizing
?
Business Operations

Your client is a leading global player in the pharmaceutical market. Its sales in Europe for Valvo, a drug used to treat a Analytical & Problem
type of heart disease, are deteriorating. Solving Skills
1 2 3 4 5
You have been hired to understand why sales are deteriorating and to recommend actions to
overcome these factors.
Communication &
Guide - Provide only if requested Presence
Distributor prices: Differ per country, but stable 1 2 3 4 5
Turkey 4 Euros Cookies Traps
UK 6 Euros ¤ Understanding the six ¤ Not realizing that
Germany 10 Euros stakeholders in the the Pharmaceutical Business Acumen
market: market has unique 1 2 3 4 5
The number of patients who use Valvo to treat their disease Pharma companies characteristics
has remained the same, their usage has not changed, Insurance companies (e.g. regulatory
therefore, the total number of products sold is the same. Regulatory agents pressures)
Doctors Common Sense &
No substitute exists. Patients
Pharmacies
Practicality
¤ Considering need for 1 2 3 4 5
Assume the same number of people have this disease prescription
in each country and Valvo is the only currently used
x
¤ Considering generics
medication. or changed insurance
company policies a Creativity
The patent for Valvo is not a problem. ¤ Examining typical use 1 2 3 4 5
of the product
A doctor’s prescription is needed to purchase Valvo.
Pharmaceutical products can be sold across borders. Energy & Fit

1 2 3 4 5
There is no need to consider other products in portfolio.

Business Operations

1 Find the source for the declining sales
Sales = Volume * Price
Total sold volume is stable, but differs between countries

Price is stable but different in other markets outside of Europe
There are no restrictions for distributors where to buy their products
Distributors buy from low price markets and sell in high price markets.
Doctors
Pharmaceutical
Distributor Pharmacy Patient
Company
Insurance
Company
Product Flow
Influencing Parties

?
Business Operations
Prompt - Part 2
What can be done to overcome the declining sales?

Align prices among countries
When renewing contracts with distributors, include a clause for non-cross border sourcing
Agree with distributors on volume-based discounts on European level considering price per market
Company could enter distributor market
Influence regulators to limit cross-border medicine sales
? Prompt - Part 3
If you were to align prices among countries, what challenge would they face?

Governments and other public institutions would protect the interests of their citizens and likely resist price increases.

Rascal Beer Market Sizing
?
Business Operations
Prompt Notes
Your client is Rascal, Inc., a beer company in an African country. They have just hired a new Managing Director whose Analytical & Problem
first task was to visit various bars to better understand the market. He hears that some bars don’t sell Rascal beer Solving Skills
because they can’t get the product.
1 2 3 4 5
Why are these bars unable to acquire the product?
Communication &
Distributor market is fragmented. 1 2 3 4 5
There are approximately 1,000 main local distributors.

Cookies Traps
¤ Understanding ¤ Not considering the
that the business value chain Business Acumen
Each bar has only one distributor. environment in Africa 1 2 3 4 5
is different than in
The product is placed fairly well with many distributors, Western countries
approximately 250 of them. ¤ Realizing that
infrastructure is a Common Sense &
x
There are 6-8 beers in the market. problem in these Practicality
countries
1 2 3 4 5
The margins for all different beers along each step of the
value chain are comparable.
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Rascal Beer Market Sizing
Business Operations

1 Understand why the bars can’t get the product
Structuring the problem: Possible sources causing the problem (not exhaustive)
Brewery Distributors Bars Clients

Possible Sources
Production planning process Favoring to promote other beers Favoring other beers to sell Consumer preference for other
Transportation to distributors Distribution problems to bars Limited warehouse capacity beers
(provide only if required)
Transportation to distributors Distributors are local, so Bars have all capacity to store Rascal beer is the #1 preferred
Actual Situation
takes between 2 days and 2 distribution to bars is not a beer beer by consumers
weeks problem Margins for beer are the same, so
Internal planning process is Margins for all beers the same, beer selection only is driven by
not aligned with demand by so beer selection only driven by consumer preference
distributors consumer preference
Distributors cannot get the
product
2 Conclusion
The breweries are the problem, as transportation costs and internal planning are not aligned with distributors’
needs. Candidate should elaborate on ways to increase the effectiveness of the planning process.
Private Highway Market Sizing
?
Business Operations

The government of Germany is considering privatizing the highway between Munich and Hamburg. Your client, who Analytical & Problem
is considering undertaking this project, asks you whether this is a good idea. Solving Skills
1 2 3 4 5
How would you go about assessing this business question?
Suggested Approach - Part 1 Communication &

Identify the various revenue and cost sources for such a Presence
project. Cookies Traps 1 2 3 4 5
¤ Identifying the needs ¤ Missing potential
Revenue streams
and considerations for costs/revenues
Toll fee by cars and trucks different users of this
Payments by restaurants and gas stations located Business Acumen
highway (private vs.
on the highway commercial) 1 2 3 4 5
Road advertising
Other services (e.g. emergency roadside assistance)
x
Common Sense &
Investment costs
Purchasing price of license
Practicality
Building of toll stations 1 2 3 4 5
Running costs of operations

Maintenance of toll stations Creativity
Road maintenance
SG&A 1 2 3 4 5
Energy & Fit

1 2 3 4 5

?
Business Operations
Prompt - Part 2
Assuming that the annual operational costs can be covered by non toll-fee revenues (restaurants and petrol stations),
what toll should the client charge per one-way trip in order to achieve a two year payback of the
investment? (Assume no discount rate)

Tolls are collected at different stations between the two cities.
Market research estimates that the project could cost up to €8Million:

Cookies Traps
¤ Identifying that road ¤ Failing to
€3M License fee
users may not use acknowledge that
€5M Construction costs (i.e. of tolls) the entire distance of the toll might make
Distance between Munich and Hamburg is ~750 km (approx. 470 miles) the motorway whole travelers switch
distance to other transport
2 million commuters travel annually between the two cities, of which 10% do so by car. ¤ Acknowedging means
different forms
x
If asked, candidate may double revenues to take into account passengers using the of transportation
motorway, but not traveling the entire distance between the two cities (only paying a partial between two cities
toll)

# annual passengers: 2m*10% = 200,000
# passengers over 2 years = 400,000 The German government should privatize the
Recommended price: €10 highway and charge a toll of €10. A large risk
is the inconvenience to commuters due to toll
(400,000*toll price)*2 = €8M construction.

?
Business Operations
Prompt - Part 3
What would be your approach to estimating the number of pay stations needed for the toll road?

Too few pay stations would mean commuters could drive long distances without paying a toll, representing a
loss of potential revenue. Therefore, a good measure to use is the number of exits. For example, assume one
pay station every 2-3 exits.
? Prompt - Part 4
Now let’s say that the government places pricing restriction and sets a maximum charge of 5€.
Would you still recommend the bid?

Yes – it would simply reduce payback to 3-4 years; still a small payback period by construction standards.
Other revenue opportunities (e.g. advertising, retail space) could also be explored to generate additional revenues.

Italian Food Expansion Market Sizing
?
Business Operations

The client is an Italian foods manufacturer who wants to grow the company quickly. They are are present in Europe Analytical & Problem
and produce a small range of products. Solving Skills
1 2 3 4 5
You have been hired to come up with feasible growth ideas.
Guide - Provide only if requested Communication &

Markets: Italy, Spain, Switzerland, Slovenia, Germany, and Presence
Austria Cookies Traps 1 2 3 4 5
¤ Understanding that ¤ Failing to ask for
Italy makes up for 40% of EBITDA
the company has the information about
potential to grow the company’s Business Acumen
Products: Dry pasta, canned vegetables, tomato sauce, and within the product/ product mix
fruit juice market-matrix 1 2 3 4 5
¤ Failing to assess
(existing/new - country-specific
Total company EBITDA: €200M product/market) preferences
x
Channels: Grocery stores and supermarket chains ¤ Understanding that in assessment
Common Sense &
acquiring FMCG shelf of growth
No need to take VAT into consideration space is the biggest opportunities Practicality
hurdle 1 2 3 4 5
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations

Using the new/existing – product/market matrix as a structured entry into the case,
candidate should explain each quadrant and quickly analyze them:
Products
Existing New
Delivering a new product
Growth potential is limited to existing distributors
with existing products might be the most
Existing
within existing markets. feasible way, as the

The company would need client has established
substantial investment in relationships and could
marketing efforts cross-sell new items.
Markets
Entering a new market

with an existing product is High risk strategy.
one feasible way. However, Developing a new product
New
finding distributors and entering a new market

and kicking established at the same time requires
competition from the time, money, and human
shelves is not easy and resources. This strategy
requires superior products would be the slowest.
or a clear cost advantage.

?
Business Operations
Prompt - Part 2
The client likes your recommendation and decides to produce a new product: olive oil.
What are the things the company should consider before kick-off?

Some considerations include:
Market size Marketing, i.e. 4 Ps in collaboration with distributors
Additional profit from the new product, i.e. revenues and costs Logistics
Getting on the shelves of existing distributors Supply
High quality or low cost approach? What is the differentiator? Production and capacity
Distribution, i.e. widespread or exclusive
? Prompt - Part 3
Determine the market size.
How much olive oil would you estimate is consumed in Italy? What’s the value of this market?

Population: ~60 million Average consumption of olive oil per month Average price per bottle: €7.50
Average household: 3 people per household: 1 bottle Calculation for value: 20M x €7.50 x 12 =
Number of households ~20 million Size of one bottle: 750 ml €1.8bn
Annual consumption: 20M x 0.75l x 12 =
180 million liters

?
Business Operations
Prompt - Part 4
Let’s focus on financials:
Estimate the additional profit in terms of EBITDA (ignoring VAT and potential additional Capex requirements).
Do you think the client should sell olive oil?

Revenue COGS SG&A
Market share estimation ~5% What are usual COGS of a FMCG General & Admin. Cost:
(given when asked to) manufacturer? Fair estimation: 10% of revenues = €9M
5% of €1.8bn = ~€90M Fair estimation: 50% of revenues Sales & Marketing & sales (shelf space incl.) :
50% of 90M = €45M Fair assumption: 25% of revenues = €22.5M
EBITDA
€90M – €45M – €9M – €22.5M = €13.5M estimated EBITDA
Conclusion
Yes, the client should begin producing olive oil. Based on the calculation (13.5 over 200), the client can anticipate an 6.75%
increase in EBITA over the whole company.

Bank’s Wedding Market Sizing
?
Business Operations

Your client is one of Germany´s largest private banks and is considering the acquisition of one of its rivals (Germany´s Analytical & Problem
3rd largest private bank). Solving Skills
1 2 3 4 5
Which factors/synergies should be considered in order to evaluate the usefulness and fit of the
acquisition?
Communication &
Bank A: 1 2 3 4 5
Strong domestic retail client business
Market leader in SME business
Cookies Traps
¤ Probing for competitor ¤ Only looking at
Mainly focused on domestic market, strong in some
Eastern European countries
intelligence and either growth or Business Acumen
strengths/weaknesses cost side
Less than average Cost-Income-Ratio 1 2 3 4 5
of both banks
Owns IT systems (different from Bank B)
Bank B: Common Sense &
x
Solid domestic retail and private client base
Practicality
Good in Wealth Management
Home market Germany, also strong in other foreign 1 2 3 4 5
countries (especially LatAM)
Owns IT systems (different from Bank A)
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations

1 Breakdown of main considerations
Examples
Strategy Costs Assets Culture
• Geographies • Best practice sharing • Capital increase • History

• Markets (cost-income ratio) • Cash • Vision & Mission
• Products • Staff • Shares • Goals
• Segments • Systems • Financial • Working
• Property, Plant and Leverage environment
Equipment • Acquisition: • Compensations
financing

?
Business Operations
Prompt - Part 2
Estimate the value of the cost implementation this newly-formed company could
generate through consolidation?

Bank A Bank B
Headquarters: Frankfurt Frankfurt
Cookies Traps
¤ Asking about ¤ Failing to consider
relevance of team the “people” aspect
Staff: 15,000 10,000 separation
¤ Considering the
No. of buildings: 10 5 difficulty to fire people
in Europe
Average capactiy: 1,750 2,000 ¤ Mentioning the retail
x
branches as a possible
Average salary: €60,000 €60,000 additional source of
savings on buildings
Estimated FTE 10% combined workface ¤ Identifying IT’s impact
on costs
reduction post-
merger:
Severance Package: 50% annual salary
Estimated systems €10M

implementation costs:
Estimated average €10M

selling price per
office building:

Business Operations
Cost Synergies in
Year 1
PP&E Staff Systems
Following lay-offs, there (15,000+10,000)*10% = Cost of implementation

are now 2 unnecessary 2,500 lay-offs
buildings:
Salary cut:
Capacity 27,500 2,500*€60,000 = €150M
Staff: 22,500
Severance packages:
Therefore, sell 2 small 50% = €75M
buildings
Cost Saving: €20M Cost Saving: €75M Additional Cost : -€10M

Car Manufacturer Market Sizing
?
Business Operations

Your client is a large multi-brand car manufacturer. They have just decided to increase their range of their mainstream Analytical & Problem
brand Auto4 by introducing a new model in 3 years time. Solving Skills
1 2 3 4 5
Currently they are not present in 4 segments and would like your advice to determine which
segment to pursue.
Communication &
Presence
1 2 3 4 5
Last year segment sales
(millions) Business Acumen
1 2 3 4 5
Common Sense &

Practicality
1 2 3 4 5
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations

5 year sales forecast by segment
(millions)
Competitor landscape
Small City Medium Small Large
Car Sedan SUV SUV
Competitor 1 x x x
Competitor 2 x x x x
Competitor 3 x x

Business Operations

Candidate should identify small city cars and medium sedans as possible segments to pursue. Based on the data,
these segments have less competitors and climbing sales.
? Prompt - Part 2
Based on your recommendation, your client has decided to look into pursuing these two segments.
Conduct a profit estimation to determine which one of the two segments to pursue.

Market share: 10% in each
Profit margin: 5% in each
Sales on 5 Average Total Profit Total
Average price (small car): €10,000 years Price Revenues Margin Profit
# sales to be calculated over 5 years Small
Average price (medium car): €15,000
City Car 1.7m € 10,000 € 17B 5% € 0.85 B
Sales over 5 years have to be estimated using the sales Medium
forecasts graph and the market share Sedan 1.4m € 15,000 € 21B 5% € 1.05 B

?
Business Operations
Prompt - Part 3
Let’s now discuss the engine selection. In order play a part in the important global warming issue the VP of Product Development has
decided to equip this new model with a hybrid engine. Unfortunately, our client hasn’t mastered this technology yet.
What do you advise?

Option 1: In-house development
Option 2: Technological Alliance/Partnership with a competitor:
Option 3: Outsource engine production/Buy directly from a competitor:
Candidate should come up with these 3 options and weigh the pros and cons of each.
In-house Partnership Outsource

+ - + - + -
Tailored to the new Time (min. 5 years) – Reduce time and Compromise (you Available directly – Impact on margin
model requirement Massive negative investment can’t impose your sales can start
(quality, power, impact on sales product quickly
consumption,…) specification to the
other partner)
Develop new know- Initial investment Develop new know- Time and investment Quality is proven Potential brand
how how Massive impact on (engine already used damage
sales in other cars)

In the present case, outsourcing the engine production is the most attractive option; doing so does not postpone the
start of sales.

?
Business Operations
Prompt - Part 4
Your client is meeting the VP of Product Development in 10 minutes and wants to present to him the initial findings about this new
models. Also, he would like to come up with additional ideas to increase sales of this model in the future.
What do you tell him?

Candidate should summarize recommendations and provide next steps.
Possibilities for the future:

Build variants on the model (convertible-style, number of doors, etc.)
Strong life cycle actions (e.g. limited edition model with specialized features at an advantageous price)
Co-branding actions
Target B2B opportunities – Create a customized fleet version of the car with specific features and price for large-scale purchases

Market Entry into China Market Sizing
?
Business Operations

Your client, a mid-size US beer brewer, is considering entering the Chinese market. Analytical & Problem
Solving Skills
Briefly outline your approach to such a market entry. 1 2 3 4 5
Suggested Approach - Part 1 Communication &

Presence
1 2 3 4 5
Country / Region Sector & Market
Internal Analysis
Analysis Analysis
Business Acumen
PEST Five Forces SWOT 1 2 3 4 5
PESTEL Customer Segmentation Cost/Benefit Analysis
Projected economic growth; Competitive landscape; Operational efficiency;

Common Sense &
Degree of political control; Supplier/buyer power; Product differentiation;
etc... etc... etc... Practicality
1 2 3 4 5
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

?
Business Operations
Prompt - Part 2
Your client has decided to move forward.
What would be an approach to entering the Chinese beer market?
What risks can you identify with such a market entry?

Beer production and distribution tends to be very local in China
Chinese beer consumption (sales) is 70% higher than in the USA and is growing
at a rate of 10% annually
Margins are smaller in China than in US (15% vs. 40% respectively)
The alcohol industry is highly fragmented – high level of competition
The top four competitors have already entered via M&A – there are no longer
viable acquisition targets in China and there is an element of protectionism
About the company

Strong reputation for efficiency
Very North America centric, currently only does business in the USA & Canada
There was one previous effort to expand to Japan, which failed several years
ago

Business Operations
Strategic
Export M&A Organic Growth
Partnerships
X X X
Almost all beer is Late entry into China Poor track record in Asia This option is best since
sold where it is made. means that no suitable (i.e. Failed Japan mkt entry) the company wants
Transportation costs would targets are available Very U.S.-centric firm market presence but will
make for uncompetitive with little experience at need help from a business
pricing in what is already a adapting to local markets partner in order to adapt
competitive market to a competitive market.
Especially important
because of the previous
failure in expanding to Asia
(i.e. Japan)

?
Business Operations
Prompt - Part 3
If you were to pick a different country for market entry for this company, which would you pick to
recommend to the Board and why?

Candidates answer should take into consideration:
Local production and distribution of beer
Market growth
Competition
Economic and political ties

The Cost of Health Market Sizing
?
Business Operations

The CEO of the largest grocery retail chain in the U.S. sits with you in a meeting and says, “I’m spending a lot of money Analytical & Problem
annually on health care insurance costs for my workforce. I need to bring these costs down.” Solving Skills
1 2 3 4 5
How would you advise the CEO?
Communication &
Number of employees: 186,000 1 2 3 4 5
Assume 80% of employees are subscribed to the company’s
health care insurance plan.
Cookies Traps
¤ Understanding that ¤ Assuming that all
Of this 80%...
the company pays employees are Business Acumen
health care costs for covered under
Percentage of employees with family: 75% 1 2 3 4 5
employees and family the health care
Average family size: 3 people members insurance of the
Disregard government subsidies for health care. company (some
covered under Common Sense &
x
Disregard retirees who are still covered under the company spouse’s health care
plan, etc.)
Practicality
health insurance plan.
1 2 3 4 5
Assume one standard plan per person with the same cost.
Assume employees with families insure all family members. Creativity

1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations

Evaluate whether this is a large amount to spend on health care insurance costs:
Estimate the amount spent per person covered.
Number of employees covered under company insurance: 186,000 x 0.80 = 148,800

Number of single employees: 148,800 x 0.25 = 37,200
Number of employees with families: 148,800 x 0.75 = 111,600
111,600 x 3 people per family = 334,800
Total number of people covered under company insurance: 372,000
Amount spent per person covered annually: $1b / 372,000 = $2,688 per person
? Prompt - Part 2
Is this a large amount to spend on health care?

Benchmarks for comparable companies suggest an average annual spend of $2,000 per person.

Yes, this is a large amount, especially considering that individuals also pay a portion of their health insurance costs (it’s
not 100% company-funded).
Also, with 186,000 employees, the company should have leverage to negotiate with the insurance provider for lower rates.

?
Business Operations
Prompt - Part 3
What are some ways to decrease these health care costs?

Candidate should evaluate options based on a short- and long- term perspective and discuss risks.
Short-term Long-term
Shift larger portion of cost Change pricing of health Renegotiate contract with Find ways to make work-
of health care insurance to care based on lifestyle health insurance provider force healthier to reduce
employees choices (smoking, etc.) or find new provider with overall medical costs
better rates
Risk: Damaging employee Risk: Sensitivity around Risk: With rising costs of Risk: Sensitivity around
relationship, additional employer participation in health care in the U.S., employer participation in
logistics and coordination employees’ health attaining significant employees’ health
for the company discounts may not be
feasible

Museum Opening Market Sizing
?
Business Operations

A new modern art museum is scheduled to open next year in a major European city. Analytical & Problem
The project lead has requested your help with the pricing of the admission tickets. He has two questions: Solving Skills
1 2 3 4 5
How would you approach selecting a pricing method for the museum?
What price would you recommend and why?
Communication &
Presence
Guide - Provide only if requested 1 2 3 4 5
Market average admission price: 5€
Price range: 3€ - 7€
Cookies Traps Business Acumen
¤ Identifying the three ¤ Using a single 1 2 3 4 5
principal pricing pricing method
Market research: Suggests a straight correlation between methods (cost plus, and proceeding to
average ticket price and the establishment / reputation of the demand & market calculate only that
museum. (i.e. the more famous the museum, the more people based) without one Common Sense &
are willing to pay) guidance Practicality
It is not the first modern art museum in the city ¤ Suggesting additional
x
pricing methods 1 2 3 4 5
Costs: All funding for launch (building, artifacts etc.) will be ¤ Suggesting price
financed by a national trust. discrimination
methods (e.g. separate
All other operating costs will mostly consist of staff, maintenance Creativity
pricing for adults &
and utilities 1 2 3 4 5
children etc…)
Energy & Fit

1 2 3 4 5

Business Operations

1 Identify various pricing methods
Cost plus: Pricing based on cost plus a margin
Demand pull: Pricing based on how much customers are willing to pay
Market based: Pricing based on competitors’ prices
2 Recommend a price based on most appropriate pricing method
Cost Plus Demand Pull Market Based
X
Fixed costs are high but
are already covered by the
national trust
Admission price should be based on a mix of

demand and market based pricing.
As it is a new museum, the recommended
price should be just just below average
market price: ~4€

?
Business Operations
Prompt - Part 2
Almost a year has passed and the museum’s launch is imminent. The bad news is that the financial
crisis has hit and all museums are consequently experiencing a major drop in visitor numbers.
The client has decided to halve the admission price you recommended.
Identify some additional revenue sources for the museum?
Government Corporate
Exhibitions Cookies
funding sponsorship ¤ Recognizing that
government funding
will be difficult to
secure given the
Hosting special recession
Special promotions
events ¤ Identifying additional
revenue sources
Retail space
Private benefactor
(restaurant, shops)

?
Business Operations
Prompt - Part 3
Regarding corporate sponsorship, your client tells you that she has received two offers: one from a major national
Bank, the other from a major technology company.
Which should she accept as a sponsor and why?

Bank’s sponsorship offer: €3 million fixed annual amount
Tech company sponsorship offer: Match every ticket sale Cookies Traps
¤ Considering recession ¤ Forgetting to halve
Both are long-term agreements, renewable every 5 years
and potential to admission price as
The two deals are exclusive offers and cannot be accepted at the increase admission per prompt 2
same time. prices in the future ¤ Not asking about
x
museum growth
Estimated visitor numbers(opening year): 3,000 per day targets
Your client has growth target of 25% by year 3

Candidate should calculate the technology company deal and compare with the fixed offer from the Bank, using the initially recommended price
Step 1: Calculate value Step 2: Conclusion

of technology offer with offer to accept
New admission price = 4€/2 = 2€ Whilst the Bank’s offer is superior for year
one, the candidate’s conclusion must take
Technology company offer = into account the museum’s growth targets. If
2€ * 3,000*360 = 2.16m€ museum meets growth target, the technology
company’s offer will be a better deal.
Green Airline Market Sizing
?
Business Operations

Your client is the newly appointed CEO of the national Scandinavian Airline. He has outlined his goal of becoming an Analytical & Problem
industry leader in reducing his company’s carbon footprint. Solving Skills
1 2 3 4 5
He asks you for specific ideas to reduce his airline’s carbon footprint.
Communication &
Suggested Approach - Part 1 Presence
1 2 3 4 5
1 Ideas can include the following:
Business Acumen
Client focused Logistics/operational 1 2 3 4 5
Investment ideas
measures changes
Offset carbon emissions Redesign plane (e.g. Increase utilization Common Sense &
reduce weight of seats) Practicality
Apply stricter weight Change flight routes to less 1 2 3 4 5
restrictions Place orders for newer congested airports
planes which are more fuel
Change food packaging efficient Increase cargo logistics
to recyclable materials (e.g. to pick up cargo on Creativity
return flights – not to fly 1 2 3 4 5
back with no cargo)
Energy & Fit

1 2 3 4 5

?
Business Operations
Prompt - Part 2
Your client says that he is particularly interested in two of those ideas you have mentioned: Increasing
utilization and green packaging.
He has two separate questions for you:

What ideas can you suggest on how to increase plane utilization?
What would be the business impact of switching to green packaging for food products?

Current avg plane utilization: ~70%
Fleet size: 100 planes
Number of flights per plane: ~2 per day
Cookies Traps
¤ Identifying that loyal ¤ Failing to observe
Average capacity per plane: ~150 passengers customers present that both measures
a more predictable come at a cost to
Airline is generally perceived as one of the source of demand and the firm
more expensive airlines with which to fly easier to predict plane
utilization
Currently the airline does not sell tickets through internet
x
travel sites, which charge a commission per flight sale
Customer base: client identifies two type of customers: loyal customers (registered
with loyalty program) and non-loyal members. Ratio is 1:4 approximately
Average cost of food per passenger: €2

Current food supplier is unable to supply green packaging.
There are currently only two suppliers of green food packaging for planes. Switching
suppliers to either one will mean increasing food costs x3 per passenger

Business Operations

Utilization Green food packaging
Reduce number of Current food supply costs per annum:

Increase demand
flights
(200*360) * (150*70%)*€2 = ~€15m
Flights p/a * avg number of passengers * cost per
passenger
Loyal demand Non-loyal demand
Estimated new costs after switching suppliers:
Suggestions to increase loyal demand
(200*360) * (150*70%)*€6 =~€45m
Reward system (e.g. increase number of airmiles awarded,
improve lounge access etc.)
Strategic partnerships (e.g with credit card firms – rewarding
spending with airmiles )
Align more closely with partner airlines for business
Intelligence (e.g. One world alliance members) Estimated cost of switching suppliers: ~€30m
Suggestions to increase non-loyal demand

Adopt internet travel sites as a new sales channel
Adopt a pricing strategy that is more low cost/ focused on
reducing average ticket prices
Identify popular/optimal travel routes and re-arrange flight
routes accordingly
Both measures, whilst helping to reach CEO’s strategy of becoming a leading industry player

?
Business Operations
Prompt - Part 3
Whilst your recommendations are appreciated, your client is concerned about the increased cost and the
impact on his company’s margin.
Would you recommend the company sacrifice profit in order to reach its strategic goals?
What ideas can you suggest to recoup the loss in revenue?
Which of the ideas would you recommend and why?

Ideas can include the following:
Relocating airport hubs to cheaper airports (i.e. cheaper take off/landing fees + hub fees)
Charge clients for flight food
Apply stricter luggage weight restrictions and apply larger fines
Increase ticket prices from more inelastic demand sources (e.g. 1st class)
Apply flexible pricing (e.g. charging more for last minute flights)

US Submarine Sale Market Sizing
?
Business Operations

The US Government has decided to sell off an older fleet of its current military submarines. Analytical & Problem
Solving Skills
What is the current book value of this fleet? 1 2 3 4 5
Communication &
Fleet size to be sold: 20 submarines 1 2 3 4 5
Initial book value: $500m per sub
Date of purchase: 10 years
Depreciation rate: straight-line over 25 years Business Acumen
1 2 3 4 5

Common Sense &
Practicality
$10b –depreciation = $10b * (10/25) = $6 billion (or $300m per sub) 1 2 3 4 5
Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

?
Business Operations
Prompt - Part 2
Who would be interested in purchasing these submarines?
Do you recommend the US Government sell their fleet at book value?

The two different functional reasons for purchasing ex-military submarines are:
Scientific research
Military purposes
purposes
Potential buyers: Potential buyers:

Sovereign states Sovereign states
National institutions
Corporate and other private buyers
Assuming no external factors (e.g. political or unusual events etc.), potential buyers are likely to
purchase at lower than book value price due to the following reasons:
Zero value of opportunity cost for the US Government (i.e. decommissioning submarines)
Competitive offering of other national governments selling off military equipment
Older technology
For scientific research purposes, the subs would need costly additional modifications

?
Business Operations
Prompt - Part 3
The US Government has received various offers from interested parties.
How many should they sell to whom and why?

6 sovereign states have expressed interest in purchasing three subs
each at 70% book value Cookies Traps
¤ Taking into ¤ Assuming that
5 National Scientific Institutions have expressed interest in purchas- consideration political national institutions
ing one sub each at 20% less than what countries are offering for / diplomatic factors should be prioritized
military purchases ¤ Considering supply/ since they are “of no
demand factor to threat”
increase prices to
scientific research
x
buyers

Sales to sovereign states should be prioritized as they offer a better price. The
ideal combination should therefore be: Conclusion
6 countries* 3 subs: As demand > than supply
Military (2 subs for 5 buyers), US
($300m*6*3) *0.7 = $3.78b
$3.78b + $0.33b = $4.11 billion government should negotiate
2 National Institutions * 1 sub: for higher prices with National
Science
(2*$300m*0.7) *(1-0.2) = $336m Scientific Institutions

IT Cost-Cutting Market Sizing
?
Business Operations

A large European Retail Bank has been suffering under the recent financial crisis and its CEO is desperately looking for Analytical & Problem
ways to cut costs. On a Sunday afternoon, she looks through the bank’s controlling reports and stumbles upon a large Solving Skills
chunk of costs: IT.
1 2 3 4 5
Monday morning she calls you and asks: Do you think we can save costs here?
Communication &
Presence
Guide - Provide only if requested 1 2 3 4 5
Total IT costs: €300m

Number of employees: 12,000 Cookies Traps Business Acumen
¤ Asking about industry ¤ Increasing the scope 1 2 3 4 5
benchmarks for IT of the question by
Available benchmarks:
costs addressing other
• Retail bank of 12.000 employees spends ¤ Identifying the three areas to cut costs,
main types of banks instead of focusing Common Sense &
€186m on IT and the differences in on IT Practicality
IT needs for each
• Corporate bank of 12.000 employees spends
x
1 2 3 4 5
€400m on IT
• Investment bank of 2.500 employees spends
€100m on IT Creativity
1 2 3 4 5
Energy & Fit

1 2 3 4 5

Business Operations

Step 1: Benchmark the average IT
Step 2: Reaching a recommendation
based on observations
sector
The first step is to find out how the bank’s IT costs What can you conclude from this data?
compare to the industry. A benchmark analysis Investment banks have higher IT requirements (because of
is required. Simple way to benchmark IT costs: trading, etc.) and therefore larger costs.
average IT cost per employee Corporate banks and retail banks are fairly comparable in
their IT spend per employee
The most useful benchmark is obviously the retail bank.
€186m / 12,000 employees =
Retail bank
~€15,500 per employee Realistically, is this enough of a benchmark to make a
recommendation?
€400m / 20,000 employees =
Corporate bank
~€20,000 per employee
No, one would need more comparables.
€100m / 2,500 employees =
Investment bank What are the factors that determine a useful
~€40,000 per employee
benchmark?
Size (economies of scale)

Client bank average IT cost per employee: Industry and sub-sector (retail vs corporate vs I-bank)
€300m / 12,000 is €25,000 euros of IT cost per employee Location (labor costs)
Conclusion: The other retail bank has much

lower costs while having same amount of
employees, therefore there must be an
opportunity to lower IT costs.

?
Business Operations
Prompt - Part 2
The CEO sees this and becomes very motivated to be able to slash costs in IT. How can she do this?

IT cost structure is as follows:

Personnel: €150m
Depreciation: €75m
Licenses: €50m
Others: €25m

Gain an understanding of the IT cost structure in order to identify opportunities to cut costs.
Candidate should identify that depreciation represents almost 25% of total IT costs.
? Prompt - Part 3
What does the depreciation account for?

Depreciation is on all the machinery where applications are hosted (mainframes, servers, networks, etc.)

?
Business Operations
Prompt - Part 4
Two companies have stepped forward with offers to reduce our clients’ depreciation costs.
They offer the following terms:
Company A: Offers services at cost of €10m, estimated reduction in depreciation cost by 40% and personnel cost by 10%.
Company B: Offers services at cost of €15m, estimated reduction in depreciation cost by 20% and personnel cost by 25%.
What offer should the client choose?
Company A IT savings: (€150m x 90%) + (€75m x 60%) = €45m

Total saving opportunity using Company A: €45m- €10m = €35m in savings
Company B IT savings: (€150m x 75%) + (€75m x 80%) = €52.5m

Total saving opportunity using Company B: €52.5m-€15m= €37.5m
The savings generated are relatively similar. Due to the higher cost and the greater headcount reduction involved with
Company B, candidate should recommend Company A.

{ FINAL
NOTES }

Case & Author List
Case 1: Heathrow Airport Case 11: Private Highway
Author: Alex DF Gash Author: Alex DF Gash, Marc Andre Lein
Case 2: Mobile usage in Spain Case 12: Italian Food Expansion

Author: Alex DF Gash Author: Thomas Gut
Case 3: US Household Debt Case 13: Bank’s wedding

Author: Alex DF Gash Author: Dieter Koehler
Case 4: Window supplier Case 14: Car Manufacturer

Author: Alex DF Gash Author: Francois Deconinck
Case 5: Restaurant in Buenos Aires Case 15: Market Entry into China
Author: Alex DF Gash Author: Alex DF Gash
Case 6: Duke Meadows Golf Club Case 16: The Cost of Health
Author: Alex DF Gash Author: Lillian Bautista
Case 7: Gracia Football Club Case 17: Museum Opening

Author: Alex DF Gash Author: Alex DF Gash, Lillian Bautista
Case 8: NICE Mobile Case 18: Green Airline

Author: Alex DF Gash Author: Alex DF Gash, Lillian Bautista
Case 9: Pharma Sales Case 19: US Submarine Sale

Author: Marc Andre Lein Author: Kathryn Montbriand
Case 10: Rascal Beer Case 20: IT Costs

Author: Marc Andre Lein Author: Paul Fattinger
Please note that all cases are property of ESADE Business School and are protected by copyright regulations

Special Thanks
Alex De Fursac Gash | Principal Author Michael Yu | Principal Designer

[email protected] [email protected]
Lillian Bautista
[email protected]
Kathryn Montbriand
[email protected]
Francois Deconinck
[email protected]
Helga Kirchner | ESADE MBA Career Services
[email protected]

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E

To the ESADE MBA Career Services…

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ESADE MBA Consulting Club | casebook 5

15 - 20 min 20 - 25 min 5 min

Start Behavioral Interview Business Case Q&A End

Key focus of this book!

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The ESADE MBA casebook will introduce

Why Why companies are increasingly using

What is a case and what types of cases

ESADE MBA Consulting Club | casebook 7

Companies use cases to analyze your client-readiness and determine

evaluate potential candidates and are increasingly being used by industry

8 casebook | ESADE MBA Consulting Club

They are a means of evaluating potential candidates when facing a

ESADE MBA Consulting Club | casebook 9

How much gum is chewed each day in the US?

How How can a manufacturer increase falling profits?

Market entry- how should company X enter country Y?

Although less common, you may also encounter:

What is the NPV of a prospective project?

10 casebook | ESADE MBA Consulting Club

1. Listen 2. Assimilate 3. Deliver

How The case interview is an interactive exercise between candidate and

ESADE MBA Consulting Club | casebook 11

12 casebook | ESADE MBA Consulting Club

Competitive advantage Competitive response

ESADE MBA Consulting Club | casebook 13

Suppliers Rivalry Buyers

Substitutes Threat of substitution

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cash cows in question marks to

The BCG growth matrix is used to

Cash Cows Dogs evaluate a company’s portfolio of

ESADE MBA Consulting Club | casebook 15

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new products or entering new

ESADE MBA Consulting Club | casebook 17

What is the absolute / relative price of the product?

What types of stores will offer the product?

What marketing strategy will be used?

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Using an example of the pharmaceutical industry...

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Project Valuation Method

Company Valuation Methods Free Cash Flow

ESADE MBA Consulting Club | casebook 21

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Interview ESADE MBA Consulting Club | casebook 23

Your Personal Background

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ESADE MBA Consulting Club | casebook 25

Focus on High-Impact Issues

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