HBS Case Interview Guide PDF

Harvard Business School
Management Consulting Club
Case Interview Guide
Harvard Business School

Management Consulting Club
Case Interview Guide
Cases contributed by Management Consulting Club and consulting companies.

Note: Case guide is strictly for the use of current HBS Management Consulting Club members.
No part of this document may be reproduced or transmitted in any form or by any meanselectronic, mechanical,
photocopying, recording, or otherwisewithout the permission of HBS Management Consulting Club.
TABLE OF CONTENTS
INTRODUCTION: OVERVIEW OF THE CASE................................................................................................................................ 1
OVERVIEW OF CASE FRAMEWORKS............................................................................................................................................. 3
PORTERS FIVE FORCES..................................................................................................................................................................... 4
MARKETING/STRATEGY CONCEPTS REVIEW OVERVIEW................................................................................................. 6
MARKETING/STRATEGY CONCEPTS REVIEW THE 4 CS...................................................................................................... 7
MARKETING/STRATEGY CONCEPTS REVIEW THE 4 PS .................................................................................................... 24
MARKETING/STRATEGY CONCEPTS REVIEW CONTRIBUTION ANALYSIS ................................................................ 28
MARKETING/STRATEGY CONCEPTS REVIEW MARKET SIZING AND SEGMENTATION......................................... 29
OPERATIONS CONCEPTS REVIEW................................................................................................................................................ 30
PROFITABILITY FRAMEWORK...................................................................................................................................................... 31
HELPFUL HINTS .................................................................................................................................................................................. 32
PRACTICE CASES................................................................................................................................................................................ 33
PRACTICE CASE 1 (RETAILER) ............................................................................................................................................................... 34
PRACTICE CASE 2 (BUTCHER SHOP) ...................................................................................................................................................... 36
PRACTICE CASE 3 (JUICE PRODUCER).................................................................................................................................................... 39
PRACTICE CASE 4 (CHEMICAL MANUFACTURER) .................................................................................................................................. 41
PRACTICE CASE 5 (VIETIRE) ................................................................................................................................................................. 43
PRACTICE CASE 6 (WORLD VIEW)......................................................................................................................................................... 45
PRACTICE CASE 7 (LE SEINE) ................................................................................................................................................................ 47
PRACTICE CASE 8 (BEER BREW)............................................................................................................................................................ 49
PRACTICE CASE 9 (WHEELER DEALER) ................................................................................................................................................. 51
PRACTICE CASE 10 (TRAVEL AGENCY) ................................................................................................................................................. 53
PRACTICE CASE 11 (HOSPITAL) ............................................................................................................................................................. 55
PRACTICE CASE 12 (E-GROCERY) ......................................................................................................................................................... 58
PRACTICE CASE 13 (FORMULA PRODUCER)........................................................................................................................................... 61

PRACTICE CASE 14 (PHARMACEUTICAL COMPANY) .............................................................................................................................. 64
PRACTICE CASE 15 (SCOTCH MANUFACTURER) .................................................................................................................................... 70
PRACTICE CASE 16 (REGIONAL JET CORPORATION) .............................................................................................................................. 79
PRACTICE CASE 17 (BRITISH TIMES) ..................................................................................................................................................... 87
PRACTICE CASE 18 (CHILDREN CLOTHES E-RETAILER) ........................................................................................................................ 91
PRACTICE CASE 19 (CONSUMER PRODUCTS) ......................................................................................................................................... 96
PRACTICE CASE 20 (THE VIDEO STORE)................................................................................................................................................ 98
PRACTICE CASE 21 (THE ENGLISH CHURCH)....................................................................................................................................... 102
PRACTICE CASE 22 (HBS AS A BUSINESS)........................................................................................................................................... 104
PRACTICE CASE 23 (FAST FOOD RESTAURANT) .................................................................................................................................. 106
PRACTICE CASE 24 (AUTOMOBILE PRODUCER) ................................................................................................................................... 109
Introduction: Overview of the Case

The first question that might pop into your mind is why do management consulting firms give cases during their interviews? What is
the point of these cases? Contrary to what some might think, cases are not just another tool used by firms to weed people out of the
burgeoning volume of applicants. They are in fact an excellent indicator of how good you will be as a consultant, pure and simple.
Almost everyday, consultants face the kinds of problems and questions often presented in these cases. Often times, tough
problem-solving questions are asked face-to-face by their clients, under pressure, with the expectations of receiving some answers.
The case is usually a business situation where the client is facing a difficult problem with the company/product/competitors or is
thinking of a new opportunity to explore and asks you to help address some of the issues. The case can be a problem, a situation, a
riddle, an example of a real client situation, a contrived scenario, or a gameall rapped up into one. It is an exercise for the firms to
test your analytical thinking and to examine how well you can handle problem-solving questions. It is also a great opportunity for you
to determine whether consulting is actually right for you. If you do not enjoy problem-solving case interviews, the likelihood that you
will enjoy consulting is fairly small.
Because it is an exercise in problem solving, the case is not about finding the right or wrong answer, but rather about the method you
use to derive your answer. It is about the questions you raise, the assumptions you make, the issues you identify, the areas of
exploration you prioritize, the frameworks you use, the creativity involved, the logical solution you recommend, and the confidence
and poise you present.
HBS Case Interview Guide, Page 1
The case also gives a strong indication of your personality in that type of setting. Aside from the problem-solving skills listed above,
the interviewer uses the case to determine whether the firm would feel comfortable putting you in front of a client. Would you be able
to handle a client situation with confidence when presented with a similar situation? Also, the interviewer wants to see if you have fun
solving problems. They want to see enthusiasm from you when faced with ambiguity and tough issues. Consultants almost always
work in teams and the questions the interviewer is asking him/herself are: "Would I want to staff this person on my team? Would I
have fun working with him/her?" So make sure you are relaxed and have fun.
There are many types of cases that firms use. This guide covers some of the frameworks and concepts that would help you tackle most
cases that come your way. No case ever fits perfectly into a "type", like marketing or strategy. Most of the cases presented cover a
number of concepts that would range from market sizing and operations to economics. This guide provides a review of major
frameworks and concepts that will be very helpful in Cracking the Case.
Overview of Case Frameworks

A complete understanding of the frameworks and concepts covered in this section is critical to conducting a successful case interview.
Most "Plans of Attack" in Cracking the Case use at least one framework, often times several, to decipher the problem at hand and
recommend a solution.
NOTE: It is also very important for you NOT to directly apply these frameworks, i.e., you should never say during a case
interview, "I'm going to use the 4Cs framework," or "I'll be applying Porter's Five Forces." This approach indicates no
creative or analytical thought on your part! The more comfortable you become with these frameworks, the more you will start
to develop your own and customize them according to the nature of the case.
Remember, the interviewer is not looking for you to apply a cookie cutter approach to each case. You are expected to make sound
judgment as to which frameworks are appropriate and what components of those frameworks are most applicable to the problem at
hand. Frameworks are mere enablers that organize and guide your thinking. They are not the driving force behind the solutions and
they certainly are not the solution themselves. The combination of your own intelligence, creativity, and preparation are the driving
forces!
Porters Five Forces

Source: Michael E. Porter, -Competitive Strategy: Techniques for Analyzing Industries and Competitors
Michael Porter's Five Forces is probably the most famous framework used in preparing for the case interviews. It has endured as one of the frameworks
most talked about by many in and out of the consulting field. Although the Five Forces is an excellent framework in helping you organize you thoughts,
like any other framework we cover in this guide, its analysis is not complete. The Five Forces should be used in conjunction with other frameworks to
enable you to fully understand the issues at hand. Further, we only briefly touch on this framework here, but we have included more detailed material of
Porter's work later in this guide.
New
Entrants
Competitive advantage in an industry is dependent on five primary forces:
The threat of new entrants
The bargaining power of buyers/customers
The bargaining power of suppliers
The threat of substitute products
Rivalry with competitors
The degree of these threats determines the attractiveness of the market:
Intense competition allows minimal profit margins
Mild competition allows wider profit margins
Buyers
Competitive
Rivalry
The goal is to assess whether a company should enter/exit the industry or

find a position in the industry where it can best defend itself against these
forces or can influence them in its favor.
Substitute
Products
Suppliers
Porters Five Forces

Source: Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors
Barriers to Entry:
There are a number of factors that determine the degree of difficulty
in entering an industry:
Economies of scale
Product differentiation
Capital requirements vs. switching costs
Access to distribution channels
Cost advantages independent of scale
Proprietary product technology
Favorable access to raw materials
Favorable location
Government subsidies
Learning curve
Government policy
Relationship with Buyers:

A buyer group is powerful if:
It is concentrated or purchases large volumes relative to
seller's sales
The products it purchases front the industry are standard or
undifferentiated
It faces few switching costs
Buyers pose a credible threat of backward integration
The industry's product is unimportant to the quality of the
buyer's products or services
The buyer has full information
Relationship with Suppliers:

A supplier group is powerful if:
It is not obliged to contend with other substitute products for
sales in the industry
The industry is not an important customer of the supplier
group
The supplier group is an important input to the buyer's
business
The supplier group's products are differentiated or it has built
up switching costs
The supplier group poses a credible threat of forward
integration
Substitute Products:
Substitute products that deserve the most attention are those that:
Compete in price with the industry's products
Are produced by industries earning high profits
Rivalry:
Rivalry among existing competitors increases if:
Numerous or equally balanced competitors exist
Industry growth is slow
Fixed costs are high
There is lack of differentiation or switching costs
Capacity is augmented in large increments
Marketing/Strategy Concepts Review Overview

The Marketing/Strategy Concepts Review Module attempts to enable the interviewee with skills needed to evaluate the case from the perspective of
a senior executive. Consultants are hired by their clients with the primary objective of providing a clear and fresh perspective on the dynamics of the
client's business and the industry within which the organization is competing. Remember, management consultants, contrary to popular belief, are
NOT in the business of selling advice. They are in the business of selling CHANGE and IMPACT.
The Marketing and Strategy concepts/frameworks are intertwinedhence the reason they are covered in the same module - and will provide you
with some of the techniques often used in Cracking the Case:
4 Cs
Contribution
Analysis
4 Ps
Sizing and
Segmentation
Consumer
Product
Unit Contribution
Market Sizing
Company
Price
Break-Even Volume
Market Share
Competitors
Place
Break-Even Market Share
Collaborators
Promotion
Total Contribution
Net Profit
Marketing/Strategy Concepts Review The 4 Cs
4 Cs
Knowing the 4Cs framework and the details upon which the framework is based is crucial to Cracking the Case. This
framework offers both breadth of the larger forces that are at play and depth of the intricacies that lead one to effective
decision making.
Having said that, this framework is only meant to be a tool that allows you to develop your own thinking. The 4Cs
framework (and each subsequent framework covered in this guide) is not Mutually Exclusive and Collectively
Exhaustive (MECE). Rather, your understanding and mastery of the ideas that underlie the framework (and the other
concepts covered) will help you create a systematic and flexible way of structuring your own customized tools to
identify the specific problem in question, assess the competitive landscape, and formulate high impact solutions.
Consumer
Collaborators
Company
Competitors
DO NOT attempt to tackle a case during the interview by saying, "I would like to use the 4Cs framework..." Before you
even finish your sentence, the interviewer will have made up his/her mind to ding you. This point will be emphasized
many times during this guide.
4 Cs
Your analysis often times needs to begin with identifying the consumer/customer. In doing so, an important distinction
to keep in mind is that the customer and the consumer can be two different entities. For example, a store that sells
primarily toys would have the adult, or purchasing unit, as the customer and the children as the consumers or end
CONSUMER
user.
Identifying and serving the needs of BOTH the customer / purchasing unit and the consumer / end user are
crucial to sustaining competitive advantage. Below are some issues to consider when looking at consumers
and customers.
Define the Market

What needs are we
aiming to serve?
The Decision Making Unit
Who uses the product?

Who purchases the product?
Who makes the choice?
Who influences the choice?
Who pays for the product?
The Decision Making Process
Product Use
How much?
How often?
When? Where? With whom?
What aspects of product
performance are not salient?
Situational Factors
Type of process:
o Low involvement?
o Utilitarian?
o Hedonic?
Choice of Sequence?
o What triggers the needs?
o How are alternatives evaluated?
o What impact has the information
had on the decision?
Nature of Use?
Purchase occasion? 1st time?
Stability of choice set?
Any new information about
existing alternatives?
Nature of the Product
What is the nature of the

relationship and why?
Does the product meet or
exceed expectations?
Marketing / Strategy Concepts Review The 4 Cs
4 Cs
There are two main analytical evaluations that must be used when looking at the company: 1) the companys strengths
and weaknesses through internal analysis, and 2) its strategic posture within the broader marketplace through an
examination of external forces.
CONSUMER
Company
Internal
Analysis
External
Analysis
General
Trends
Key
Success
Factors
(KSFs)
Value
Chain
Financial
Analysis
Industry
Analysis
Benchmark Against
Supply/Demand
Demographic
Socio-cultural
Political/legal
Technological
Macroeconomic
Global
Industry Evolution
Fragmented Industry
Emerging Industry
Maturing Industry
Declining Industry
Strategize Against
Competitors
4 Cs
During the interview process, many students tend to neglect the analysis of the internal environment of a company.
Failing to do so could misconstrue the sexier external analysis and guarantee you a ding letter.
A firms competitive advantage, and ultimately its financial success, is the result of both process execution and
COMPANY
structural position. A firms overall strengths and weaknesses and its ability to execute may be more important than its
environment in determining its sustainable competitive positioning.
KEY SUCCESS FACTORS (KSFs)
Internal
Analysis
KSFs are the essential ingredients that allow a company to sustain a long-term competitive advantage.
Examining the companys KSFs will help you better understand the nature of the company and how it operates (both
internal and external). KSFs are the driving force behind every successful company. Companies must try to capitalize
on their KSFs while at the same time recognize and strengthen their weaknesses.
Key
Success
Factors
Examples of some KSFs:

Operational Factors: i.e., product mix; inventory turnover; sales force; low cost structure; etc.
Competitive Standing: i.e., small-niche player; brand equity; customer loyalty; trend setter; large economies-of-scale
player; etc.
Organizational Structure: top management structure; meritorious environment; reliable mid-management; highly-skilled
labor; etc.
4 Cs
THE VALUE CHAIN

Looking at a companys value chain gives you a closer look at the infrastructure that links the companys processes
together. Many interview cases test your understanding of the flow in which raw material is delivered, assembled into
COMPANY
the product, shipped to the market, then marketed and sold to customers. Asking a number of insightful questions on
the effectiveness and efficiencies of certain steps in the value chain would display insightful understanding of the
internal workings of the company.
Internal
Analysis
Value
Chain
Raw Materials
(i.e., relationship with

suppliers; JIT delivery; cost
structure of raw material)
Operations
(labor & capital

utilization; cycle
time; quality)
Delivery
(Channels of
distribution;
intermediaries)
Customer
Acquisition
(method &
effectiveness of
marketing; cost of
customer
acquisition; sales
force issues)
Customer
Retention
(free repair hotline;

warranties; bonus
plan; frequent
customer discount)
4 Cs
FINANCIAL ANALYSIS
Understanding the financial health of the company is the basis for developing a sound strategy and marketing plan.
Interviewers are not, however, looking for you to be an investment banker. If they were, you would be interviewing at
COMPANY
Goldman Sachs or Morgan Stanley. What they are looking for are the basic abilities to analyze a balance sheet and/or
income statement when shown, and to calculate a few simple ratios to provide a historical assessment of the companys
performance.
Internal
Analysis
Balance
Sheet & Income
Statement
Cash Flow
Analysis
Financial
Ratios
Financial
Analysis
Time Value
of Money
Net Present
Value
Cost
Accounting
4 Cs
Developed by McKinsey & Co., The Seven S Model is the best framework to help you align the companys
organizational components under one strategic umbrella. Examining the organizational aspect of the company can be a
major component in your attempt at Cracking the Case. Many brilliant strategies fail because the softer side of the
company is neglected. When appropriate, make sure you touch on some of the issues raised by the Seven S Model
COMPANY
Internal
Analysis
The
Seven S
Model
framework and whether they support or hinder your recommendations.
The competencies that are held

by the organization not just
the people (e.g., skills and
experience of the people; best
management practices;
innovation; superior service)
Actions that the company

takes to gain a sustainable
Skills
advantage in the
Strategy
marketplace (e.g., low
cost; high quality; new
Shared
product development;
Values
entering new markets)
The basic values that are widely
accepted and practiced with the
company and act as the guiding
principles of what the company
stands for (e.g., a shared
understanding of the purpose
the company serves and its
vision for the future; being the
biggest or the best)
The structure in which rules and responsibilities are

specialized and dispersed, and the channels of authority are
outlined (e.g., organizational structure; channels of
communication; chain of command or the lack of)
The companys approach to

recruitment, selection, training,
and blending of qualified staff
(e.g., on campus recruiting;
formal training; prior
experience; leadership and/or
management skills)
Structure
Staffing
Style
The leadership style of upper
management and the day-to-day
operations of the company (e.g.,
hierarchical; meritorious;
norms; common practices)
Systems
The formal and informal processes and procedures

used by the company to manage itself on a daily
basis (e.g., budgeting; planning; compensation;
performance measurement; management control
systems; information systems).
4 Cs
EXTERNAL ANALYSIS
The external environment plays a critical role in shaping the destiny of the market place and the companies that
comprise it. One of the most fundamental concepts in the managing of corporations is that CEOs must adjust their
COMPANY
strategies to reflect the evolutionary or revolutionary forces that shape not only the domestic market, but increasingly
more importantly, the global one as a whole.
The external environment is, however, a vast
External
Analysis
and complex beast that must be approached

with caution and serenity. To be practical and
General
Trends
effective during the interview, focus your

attention on the parts of the environment that
are most relevant to the business in question.
We will examine a number of issues in the
External Analysis, all of which, or none of
which, could be germane to analyzing the crux
Industry
Analysis
Supply/Demand
Demographic
Socio-cultural
Political/legal
Technological
Macroeconomic
Global
Industry Evolution
Fragmented Industry
Emerging Industry
Maturing Industry
Declining Industry
of the problem.
This is where your judgment, as in all other frameworks covered, comes in to play in determining what is important to
discuss and what will cause you a ding letter. There is nothing more irritating to the interviewer than for the interviewee
to come off as knowing everything, providing a laundry list of issues. Part of what makes a consultant successful is the
ability to quickly discern between what seems to be important and what clearly is not.
4 Cs
EXTERNAL ANALYSIS: GENERAL TRENDS
Below is a list of some of the general issues the interviewee should consider when examining the external forces that
have strategic implications for the company. It is by no means exhaustive. Again, it is up to you to determine which
COMPANY
External
Analysis
General
Trends
factors are at play and which ones need not be mentioned.

Supply/Demand
In the recent past, has there been a change in
the supply of the product in the marketplace?
Has the demand for the product shifted as new
fads or substitute products enter the scene?
Demographics
Has the age/race/gender base changed? Is it
expected to change in the short-term? Longterm?
What are some of the discernible
characteristics for each of the customer
segment groups that you are targeting?
Socio-cultural
What are some of the norms/cultural practices
that should be considered when entering a new
market?
Are there any trends in religious
practices/traditions/rituals that should be
considered?
Political Forces
Are there any legal or political restrictions such as
new legislation that would impede the sale of the
product?
What regulations must be addressed before the
product can be introduced (health
regulations/antitrust, etc.)?
Technology
What are some of the technological trends in the
market that could help/diminish the sale of the
product (e.g., paper-based media vs. internet)?
What R&D advancements were made by the market
that would have a long-term impact on the very
survival of the company (e.g., pay-per-view video
vs. video stores)?
Macroeconomics
Has the performance of the economy as a whole had
an impact on the sale of my product? Interest rate?
Unemployment figures? Exchange rates? Balance
of Payments? Free-Trade Agreements?
4 Cs
COMPANY
EXTERNAL ANALYSIS: INDUSTRY ANALYSIS
For the Industry Analysis, we turn to the works of the father of competitive strategy, Professor Michael Porter. We
have summarized below some of the key points of his book, Competitive Strategy: Techniques for Analyzing
Industries and Competitors, the definitive source for understanding the analysis, formulation and implementation of
strategic direction. Competitive Strategy is a must for want-to-be management consultants. For the sake of Cracking
the Case, you need not read the book in its entirety as the highlights are summarized below. However, it is
recommended that you purchase a copy of the book to study some of the aspects that interest you or for further
elaboration on certain concepts.
1. Structural Analysis within Industries
External
Analysis
Industry
Analysis
Strategic Groups
Strategic groups are defined on the basis of a conceptual construct of strategic posture
When determining strategic groups, include the firm's relationship to its parents
Overall entry barriers depend on the particular strategic group that the entrant seeks to join
Mobility barriers provide barriers to shifting strategic positions between strategic groups
Strategic groups will affect the pattern of rivalry within the industry
Strategic Groups and Profitability
The higher the mobility barriers, the more profitable the firm is within the strategic group
Low-cost position within the strategic group may be crucial, but low-cost position overall is not necessarily the
only way to compete
Achieving low-cost position overall often involves a sacrifice in other areas of strategy, like differentiation,
technology or service, on which other strategic groups are based
Implications for Formulation of Strategy
The principles of structural analysis help us better determine a firm's strengths and weaknesses
Looking at strengths and weaknesses illuminates two important and yet different elements: 1) structural and 2)
implementation
4 Cs
2. Industry Evolution
COMPANY
External
Analysis
Industry
Analysis
You must determine how the next phase in the evolution will affect the mobility barriers and bargaining position
with suppliers and buyers
The product life cycle is limited in a number of ways:
o the duration varies from industry to industry
o industry growth does not always go through the S-shape
o companies can affect the curve through innovation
You must look at the evolutionary processes that drive life cycles
Every industry begins with an initial structure - the evolutionary processes work to push the industry toward its
potential structure - which is rarely known completely as an industry evolves
Because of technological change, innovation and identities of the firms, it is very difficult to predict evolutionary
stages
There are some predictable and interacting dynamic processes that occur in every industry in one form or another
and at different speeds:
o demographics
o trends in needs
o substitute products
o complementary products
o penetration of customer group
o product change
o product innovation
o changes in buyer segments served
o process innovation
Industry consolidation and mobility barriers move together
No concentration takes place if mobility barriers are low or falling
Exit barriers deter consolidation
4 Cs
3. Fragmented Industries
A fragmented industry is an industry in which no firm has a significant market share that can strongly influence the
industry outcome.
COMPANY
External
Analysis
Industry
Analysis
Steps for formulating competitive strategy in

fragmented industries:
What is the structure of the industry and the
positions of competitors?
Why is the industry fragmented?
Can fragmentation be overcome? How?
Is overcoming fragmentation profitable?
Where?
Should the firm be positioned to do so?
If fragmentation is inevitable, what is the best
alternative for coping with it?
An industry is fragmented for the following
reasons:
Low overall entry barriers
Large number of small and medium-size firms
Absence of economies of scale or experience
curve
High inventory costs or erratic sales
fluctuations
No advantage in size in dealing with
collaborators
Diverse market needs
High product differentiation
Overcoming fragmentation:
Create economies of scale or experience curve
Standardize diverse market needs coalesce tastes
Neutralize or split off aspects most responsible for
fragmentation (i.e., production or service delivery process)
Make acquisitions for a critical mass
Recognize industry trends early
Coping with fragmentation:
Tightly manage decentralization: keeping individual operations
small and as autonomous as possible, reinforced with central
control and a strong promotion-from-within policy
Building of efficient low-cost facilities at multiple locations
Increased added value: providing more service with sale,
enhance product differentiation, or forward integration
Specializing by product type or product segment
Specializing by customer type; perhaps the customer with the
least bargaining power
Specializing by type of order: fast delivery
A focused geographic area
Bare bones/no frills
Backward integration: selective backward integration may
lower costs and put pressure on competitors who cannot afford
such integration
4 Cs
4. Emerging Industries
The essential characteristics of an emerging industry from the viewpoint of formulating strategy are that there are no
rules of the game. The overriding aspect of emerging industries is great uncertainty, coupled with certainty that change
will occur.
COMPANY
External
Analysis
Industry
Analysis
Common Structural Characteristics:

Technological uncertainty
Strategic uncertainty - no right strategy has been
clearly defined
High initial costs but steep cost reduction
Embryonic companies and spin-offs - many new
companies are formed and many spin-offs from
personnel leaving from existing companies to start
new ones
First-time buyers - the marketing task is one of
inducing substitution, getting the buyer to purchase
the product instead of another
Common mobility barriers faced in emerging
industries/problems:
Proprietary technology/absence of product or
technological standardization
Access to distribution channels
Access to raw materials and other inputs rapid
escalation of raw material
Cost advantage due to experience
High risk-capital requirement/high cost
Erratic product quality
Regulatory approval
Response of threatened entities: substitutes or labor
unions
Strategic Choice:
Shaping industry structure: through its choices, the firm
can try to set the rules of the game
Developing relationships with channels
Shifting mobility barriers: making new commitments in
capital and technology
Timing entry: early entry or pioneering involves high
risks but may involve otherwise low entry barriers and
offer a large return
Techniques for Forecasting:
The device of scenarios is a particularly useful tool in
emerging industries
The starting point for forecasting is estimating the future
evolution of product and technology, in such terms as
cost, product variety, and performance
The next step is to develop the implications for
competition for each product/technology/market
scenario and then forecast the probable success of
different competitors
An emerging industry is attractive if its ultimate
structure (not its initial structure) is one that is
consistent with the above-average returns and if the firm
can create a defensible position in the industry in the
long run
4 Cs
5. Industry Maturity
COMPANY
External
Analysis
Industry
Analysis
Some of the probable tendencies for change in a mature

industry are as follows:
Slowing growth leads to more competition for market
growth
Selling to experienced repeat buyers
Greater emphasis on cost and service
Core business processes are undergoing change
Industry profits decrease
Maturity may force companies to confront, for the first
time, the need to choose among the three generic strategies:
1) cost leadership, 2) differentiation, and 3) focus
Product line rationalization: a quantum improvement in
the sophistication of product costing necessary to allow
cutting of unprofitable items from the line
Correct pricing: maturity often requires increased
capability to measure costs on individual items and to
price accordingly
There is a greater level of financial consciousness along
a variety of dimensions
Product innovation: designing the product and its delivery
system to facilitate lower-cost manufacturing and control
Increasing scope of purchases: increasing purchases of
existing customers may be more desirable than seeking
new customers
Buyer selection: identifying good buyers and locking them
in becomes crucial
Strategic Pitfalls:
A companys self-perception: we are the quality
leader, these perceptions may be inaccurate as
transition takes place or buyers priorities adjust
The cash trap: when investing in this stage, cash
should be invested only if it can be pulled out later
Giving up market share too easily for short-run
profits
Resentment and irrational reaction to price
competition (we will not compete on price) and to
changes in the industry
Overemphasis on creative new products rather
than improving and aggressively selling existing
ones
Clinging to higher quality as an excuse for not
meeting pricing and marketing moves from
competitors
4 Cs
6. Declining Industries
COMPANY
External
Analysis
Industry
Analysis
Declining industries are those that have experienced an absolute decline in unit sales over a sustained period.
The accepted strategic prescription for decline is a harvest strategy eliminating investment and generating
maximum cash flow from the business, followed by eventual divestment. Volatility of rivalry increases and is
accentuated by suppliers and distribution channels.
Exit Barriers:
The higher the exit barriers, the less hospitable the
industry will be to the firms that remain during the
decline
Firms may face barriers because the business is
important to the company from an overall strategic point
of view
A consideration that is very important is management's
emotional attachments and commitment to a business,
coupled with pride in their abilities, accomplishments
and fears about their own future
Choosing a Strategy Some Analytical Steps:
Is the structure of the industry conducive to a hospitable
decline phase?
What are the exit barriers facing each firm?
Who will remain and who will leave?
Of the firms that stay, what are their relative strengths
for competing in the pockets of demand that will remain
in the industry?
What are the firm's relative strengths vis-a-vis the
pockets of demand that remain?
Strategic Alternatives in Decline:

The range of strategies can be conveniently expressed in
terms of five basic approaches, which the firm can pursue
individually or in some cases sequentially:
Leadership: seek a leadership position in terms of
market share
Niche: identify a segment of the declining industry that
will not only maintain stable demand or decay slowly
but also has structural characteristics allowing high
returns
Turnaround: alter strategy of the company by
reinventing the organization both internally and its
outward relations with the market
Harvest: the firm seeks to optimize cash flow from the
business by eliminating or severely curtailing new
investment, cutting maintenance of facilitates, and taking
advantage of whatever residual strengths the firms
possesses
Quick divestment: this strategy rests on the premise that
the firm can maximize its net investment recovery from
the business by selling it early in decline
4 Cs
COMPETITOR ANALYSIS
COMPETITORS
In light of the analysis of the consumer and the company itself, both internally and externally, we can further
examine the company's standing in the market place and its future strategic direction. Keep in mind that the
company analysis covered should also be used when assessing the strength of competitors. Here are some
additional high-level concepts in dealing with competitive analysis.
1 Competitive Analysis
There are four diagnostic components to a competitor analysis:
What drives the competitor?
1) Future goals: at all levels of management and in
multiple dimensions
2) Assumptions: held about itself and the industry
What is the competitor doing and what can the
competitor do?
3) Current strategy: how the business is currently
competing
4) Capabilities: both strengths and weaknesses
2 Market Signals
Market signals can be a truthful indicator of
competitors intention or it can be a bluff.
Type of market signal:
Prior announcement
After the facts
Discussion of the industry
Studying the competitors historical
relationship between a firms announcements
and its moves can greatly improve ones
ability to read signals accurately
3 Competitive Moves
Market structure: sets the basic parameters within which competitive moves are made
Threatening moves: a competitor must predict and influence retaliation
Perceptual lag: involves delay in competitors perceiving or noticing the initial move
Retaliation lag: cutting price might be immediate, but it may take years to launch a product change
Conflicting goals: one firm can retaliate, but it can hurt itself somewhere else in its business
Denying a base: after the competitor has made its move, tactics for denying a base include strong price
competition, heavy expenditure on research, loading the customer up with inventory, etc.
Commitment: guarantees the likelihood, speed, and vigor of retaliation to offensive moves and can be the
cornerstone for defensive strategy - it can deter retaliation
Focal point: a prominent resting place on which the competitive process can converge its expectations
4 Cs
COLLABORATORS: Strategies to Deal with Suppliers and Distributors
When it comes to buyers and suppliers, one of the key issues to keep in mind is to understand what percentage does the
buyer represent of a suppliers output, and what percentage of the buyers purchases does the suppliers output represent.
COLLABORATORS
This sets the basic leverage for negotiating/co-operating between suppliers and buyers.
Strategy toward Buyers and Suppliers
Buyer Selection
Buyer selection, the choice of target buyers, becomes an important strategic variable
There are four broad criteria that determine the quality of buyers from a strategic standpoint:
o Purchasing potential
o Growth potential
o Structural position: intrinsic bargaining power and propensity to use it
o Cost of servicing
Good buyers can be created through strategy:
o Build up switching costs
o High-cost buyers can and should be eliminated
Supplier Strategy
Key issues in purchasing strategy from a structural standpoint are as follows:
o Stability and competitiveness of the supplier pool
o Optimal degree of vertical integration
o Allocation of purchases among qualified suppliers
o Creation of maximum leverage with chosen suppliers - avoid switching cost, threat of backward
integration
4 Ps
Marketing/Strategy Concepts Review The 4 Ps

PRODUCT
In examining the competitiveness of a company's product, whether it is a new product being introduced on the
market or an existing product manufactured by the company, one needs to examine the product itself. The
following are some of the questions that you might find helpful in assessing the competitiveness and "fit" of a
product:
Does the product have the right positioning in the marketplace?

o Does it serve a particular segment of the market?
o Is it a mass market or niche product?
o Is it differentiated enough to stand out against the competition?
What kind of brand equity does the product uphold?

o What are some of the issues/risks associated with the "image" or "perception" of the brand relative to other
brands in the market?
o What are some of the features that can be added to the product that would add to the value or the perception
of value to the consumer?
What are some of the packaging issues that might present an opportunity or impediment to increased sales?
o Does my packaging reflect the positioning of the product? If mass market, does it have a mass market appeal?
o How does the product fit in the overall strategy of the company?
o How does the product relate to other products produced by the company?
o What kind of a financial role is the product playing (i.e., cash cow, long-term profit potential, etc.)?
PRODUCT
POSITIONING MAP
This is a helpful framework to analyze where the product is positioned
against competitors and consumer segments and to help you determine if
there is any untapped opportunity in the market.
Hi
Branded
Commodity
Premium
Commodity
Underpriced?
Price
Lo
Lo
Value
Hi
Marketing/Strategy Concepts Review
4 Ps
PRICE
Getting the right price for a product is extremely important for the success of the company. Unfortunately,
sometimes the right price is not easy to determine. Depending on the price elasticity of the product, a 1%
increase in price has anywhere from a -20% reduction to a 25% increase in net income.
PRICE
The most important factor of what ultimately drives price is the customer's perceived "value" of the product. For
example, if a company produces shirts with a unit cost of $10, but the market perceives the product as
fashionable or has the right brand name, the shirt can then be priced to capture any consumer surplus at $50 or
even $80 per shirt. The same manufacturer introduces another shirt at the same cost the following season. This
time, however, the shirt is no longer considered in vogue and thus has little "value." This time, the shirt would
be priced at $25.
Other factors that determine the price of a product are:
The Cost to Produce COGS: maintain low costs to
capture bigger profit margin
The price paid previously - the expected price: if
consumers are used to paying a certain price for a
product, it is very difficult to convince them of
paying a $20 premium for the same product.
However, if their perceived value of the product is
higher than what they paid in the past, then there's
room to capture some consumer surplus
The price of substitutes: the price of a product is
driven down if the product can be easily substituted
by another that serves the same function
Competition Pushes
Prices Down
Perceived Value
To Consumer
Price of a
Substitute
Untapped Consumer
Surplus: Value Created
for the Consumer
Set Price
Here
Expected
Price
Total Costs:
COGS
Marketing Pushes
Prices Up
$0
Profit Margin:
Value Created for
the Seller
4 Ps
PLACE/DISTRIBUTION
After having assessed the product positioning and gained an understanding of who your customers are, you need to
develop strategy around which distribution channel you need to use and where to sell your product. The distribution
channel can be through a third party or through an in-house sales force, and is responsible for transmitting the company's
product to the customer (wholesaler, retailer, end user).
The distribution channel that is selected and the outlets at which the product is sold MUST be aligned with the positioning
of the product and focused customer segment.
PLACE
There are many issues to consider when examining the place/channel distribution. Below are just some thoughts that you
may want to consider when formulating strategy on delivering the product to market:
Which channels are most closely aligned with the company's strategy?
o Does the company need to build new channels or eliminate existing ones?
What functions does the company want the channels to serve?
Does it make more sense to go direct to the end-user or deliver the product through intermediaries?
What are the economics of the channel?
o Who needs to capture what margin?
o Does this fit in with the intended selling price of the product?
How much control is the company willing to give up on the delivery of the product?
o Is the company willing to work in conjunction with the distribution channel, by monitoring its timeliness and
service, or by placing most of the weight on the channels in meeting customer needs?
o What would be the relationship of the company's sales force in this arrangement?
How would the company address any potential shifts in power to the channel?
4 Ps

PROMOTION/BRANDING
Promoting and developing a specific brand for the product captures the most value not only by the supplier in
being able to increase sales volume and per unit margin, but also by the consumer in developing a certain
perception of the product.
Again, promotion and branding must be aligned with the other "Cs" and "Ps" that have been covered thus far. The
message that is communicated to the consumer, and in turn what the consumer believes about the product, will
drive the success of the product.
PROMOTION
Promotion and branding can consist of a number of elements such as traditional advertising (mass or niche), or no
advertising to maintain certain perception of exclusivity, word of mouth, direct mail, etc.
What message are we trying to communicate? What is the objective?

o Is the goal to achieve a household name? Build loyalty? Defend the product's positioning?
o Does the message portray the total customer experience?
What are some of the barriers to communicating the desired message?
Does the promotion/branding focus on the long-term view of relationship building with the consumer?
o Does it encourage repeat purchasing? Focus on customer retention?
How is the marketing strategy different from the competition?
o How will the competition react?
Which vehicles will you use to influence the decision making process?
o Pull strategy: (direct at end user) use of advertising, direct mail, telemarketing, word of mouth, consumer
promotions
o Push strategy: use of trade promotions, sales aids and/or sales training programs
How much money is being allocated to marketing?
Contribution
Analysis
Marketing/Strategy Concepts Review Contribution Analysis

The following is a framework that you can use to help you understand the economics of the contribution of a
product. This framework is very important when forecasting the overall success of the product.
Tools
Calculate the contribution
that each unit provides to
cover fixed/overhead costs
Determine the number of

units that need to be sold to
break-even
Assess the percentage of the

market share that needs to be
captured
Estimate the contribution of

all units sold (net revenue
variable cost)
Calculate the net profit for

the year
Unit Contribution
Unit Selling Price
- Variable Cost
= Unit Contribution
Break-even Volume
Fixed Costs
Unit Contribution
Examples
+ $50.00
- $21.25
$28.75
$30,000
$28.75/unit =
1,043 units
Break-even Market Share

Break-even Volume
Total Market Share
1,043 units
14,300 units =
7% Market Share
Total Contribution
Unit Contribution
x Number of units sold for the year
= Total Contribution to OH & Profit
+ $28.75
* 1,700 units
= $48,875
Net Profit
Total Contribution to OH & Profit
- Total Overhead Costs
= Net Profit
+ $48,875
- $30,000
= $18,875
Sizing &
Segmentation
Marketing/Strategy Concepts Review Market Sizing And Segmentation

In determining the potential market size for a product, always use round numbers. For example, estimating the
population of the U.S., use 250MM instead of 273MM; 50MM households instead of 52MM. This makes the
calculation more fluid, as you are tested on your logic and not on you ability to add and subtract.
Market Sizing
Market Share
Determine the estimated

number of customers in
your market segment
# of Customers
Targeted
Total Population
in Question
Think about how this

differs when you consider
different groups within
your market segment
X
# Purchases Made
per Period
Can you increase the

demand for the product
in your targeted area?
# Units per
Purchase
Can you expand the

market for a particular
product type?
(e.g., mountain bike vs.
speed bike)
X
What price is the different
segments/consumer
groups willing to pay?
# of Customer
Targeted
X
% Share of
Product Type
X
Price per Unit
Can the company increase

its product type?
The Companys %
Share of Product Type
=
Total Revenue in
Market
Companys % Share
of the Market
Operations Concepts Review

Operational effectiveness is an integral part of sustaining competitive
advantage. Maintaining a well-tuned manufacturing plant can result in a
Competitive
Advantage
Customer
Needs
less expensive and higher-quality product produced. This in turn drives

up demand for the product as the company is able to compete on price
and quality. Hence, manufacturing operations must be consistent with the
Marketing
& Design
Corporate
Strategy
overall strategy of the company.

Many firms will give you cases that require some operations thinking.
Other cases may not necessarily require them, but you would greatly
impress the interviewer if you displayed some relevant operational
analysis in your diagnosis of the problem. The Operations Concepts
Review will cover just some brief concepts that you can use in Cracking
the Case. If you feel that you need additional information, consult other
Manufacturing
Strategy
Supplier
Relationship
Product
Design
sources from more in-depth review.
Competitive Advantage Through

Performance Measurement:
Low Costs
High Quality
Fast & reliable Delivery
High Customer Satisfaction
Profitability Framework
Many of the cases presented during the interview may deal with issues of declining profitability. This is a very helpful framework in
laying out your thoughts in an organized fashion and systematically tackling the issues. The Profitability Framework starts off by
stating that profit is simply a function of revenue and costs. When a company is facing declining profitability, either revenue has
decreased, costs have increased, or both. The idea here is to understand which side of the equation is pulling profitability down and
how to go about rectifying the problem.
On the revenue side, a number of factors have been listed that can have an impact on revenue. This list can be three times as large,
depending on the case. However, do not provide a laundry list of issues that you think might impact revenue. Whatever you write
down must be of significance. Having said that, you should try to list a few more factors under revenue than you are willing to cover.
The reason being is that interviewers would like to see you acknowledge that although these factors can have an impact, you have the
ability to prioritize as to the most important!!
On the cost side, you need to see if costs have increased, causing profitability to go down. It is always a good idea to understand what
type of cost has increased. Your interviewer will expect you to provide specific ways on improving costs for the company.
When you use the Profitability Framework, make sure that
you walk through it first with your interviewer before you
begin the analysis. Explain why you are using this
framework and the structure of it. Provide the road map
before you start driving.
Profit
Revenue
Cost
Accounting
Price
Consumer
Competition
Costs
Volume
Product
Mix
Fixed
Variable
Helpful Hints
1. Keep in mind that the case interview is also an interview of interpersonal skills. The interviewer will be looking at your poise, confidence,
communication skills, enthusiasm, energy, persuasiveness, etc.
2. When the case is presented, make sure you fully understand the question and write it down, capturing all of the relevant details. Ask questions
to clarify any ambiguities and reiterate the situation back to the interviewer before you begin the analysis.
3. Take a minute to capture your thoughts on paper. As much as you might have the urge to, DO NOT start talking about the analysis right away.
Politely ask if you can take a few moments to write your thoughts down. Almost always the interviewer will be expecting it, and will be glad
to give you time to structure your framework.
Remember, do not try to force the case into a specific framework or use a framework verbatim like the 4Cs or Porters Five Forces.
Incorporate your own various concepts as necessary.
4. Briefly walk your interviewer through your framework. Explain the path you want to take, outlining your rationale for choosing it.
5. Ask relevant questions to gain further insight. Remember, asking the right questions is key. You are only given information to the questions
that you ask, and if you make assumptions, state them clearly.
6. Do not rush to get to "a solution." You are being evaluated, most importantly, on your logic and the process of your analysis. The
recommendation you give at the end is only as sound as the thought process you used. So think out loud!
7. Even though there might not be "a right answer," there certainly are approaches that are better than others. Stay focused on the problem at
hand. Do not digress into detail that may not shed light on the issue just to sound impressive. You will not!
8. Use nice and easy numbers whenever you are estimating market size, price, costs, etc. You do not want to start factoring decimals.
9. Develop clear and decisive recommendations. Provide options and a recommendation based on you analysis as to which solution is most
suitable to achieve the objective at hand.
10. Practice. Practice. Practice. Cracking the Case is mostly a developed skill. Understand the reasoning behind each case. The more cases you
practice, the more you will be exposed to the different problems and the more you will be prepared. Leave nothing to chance. Good Luck!!!
Practice Cases
Practice Case 1 (Retailer)

Question
A major retailer of clothing and household products has been experiencing sluggish growth and less than expected profits in the last
few years. The CEO has hired you to help her increase the company's annual growth rate and ultimately its profitability.
The retailer has 15 stores located in shopping malls in metropolitan and suburban areas.
Total revenue from the 15 stores has declined, despite major back-end cost savings.
Recommended Solution
High Level Plan of Attack
You need to understand why growth has slowed and profitability has declined despite cost savings.
Do different stores experience variations in revenue? Do they all have the same approach to selling?
Is purchasing behavior of the consumer different in the two areas?
Has there been any new competition on the scene? In one area and not the other?
Lay Out Your Thoughts
Use the profitability framework. The case tells you that cost savings have been achieved. Focus on the revenue side.
Focus on the fact that the company has 15 different stores, in two different geographical areas. What are the key differences between the two in
terms of the consumer, competition, and growth?
Dig Deeper: Gather Facts
Are some stores more profitable than others? Yes they are. We see variations throughout.
Are there differences in profitability between the metropolitan and suburban stores? Yes there are. We see that the suburban stores are more
profitable than the urban ones.
Is there more competition in the urban areas? No, not really. It's proportionally the same.
Do the stores sell the same products? Yes they do. All stores have the same product mix.
o
[Given that all stores sell the same product mix and some are more profitable than others, this should lead you to look at consumer
behavior]
Do consumers in the suburban areas have different purchasing behavior than the urban dwellers? Yes, as a matter of fact, they do. The suburban
customer tends to buy more of the major appliances and electronic equipment than the urban consumer. The urban consumer buys mostly items
such as clothing, small furniture items, and small appliances.
o
[You can make the assumption that suburban consumers have higher incomes and are in more need of major appliances given the
difference in living quarters between houses versus apartments in the city.]
Is there a difference in profitability between the goods purchased by the suburban and urban consumers? Yes. Major appliances and TVs and
stereos are higher profit items than clothing and minor appliances.
Would you say that the current product mix is more suited for the suburban customer than for the urban? Yes. I guess it is.
Key Findings
The consumer in the city has different needs and purchasing behavior than the suburban consumer. The stores in the city are not catering to the
demographics of its surroundings.
Unnecessary costs are being incurred through inventory and lost floor space in the city stores, resulting in lost revenue for the retailer.
Recommendations
Further analyze the customer for each of the stores and differentiate purchasing behavior and income levels.
Cater the product mix according to the customer research findings.
Stores that cannot sustain selling low cost items should consider the possibility of closure.
Practice Case 2 (Butcher Shop)

Question
A fast food chain recently bought a bovine meat-processing outlet to supply it with fresh hamburgers and other meets. The shop process is: cows enter
from one end of the shop, meat gets processed in the middle, and then the meat gets packaged and delivered at the other end.
Cows
Enter
Meat
Processed
Meat
Delivered
The manager of the butcher shop however could not decide whether to have the cows walk or run into the meat processing room. Can you help him?
The first thing you want to do is to understand how much meat can be processed (the capacity) when the cows walk versus run.
Then analyze the cost implications of the cows walking versus running.
Next, calculate the size of the market and demand for the product.
Finally, match demand with supply.
This is a market sizing, operations cost analysis question. Try to lay your plan of attack on paper in a logical sequence of steps to take.
Dig Deeper: Gather Facts & Make Calculations

Shop Capacity
Lets assume that only fresh hamburger meat is processed at the shop. Lets also assume that from each cow, you can make 20 hamburgers.
How many hours per day is the shop open for? 10 hours, 5 days a week.
Now, if the cows walk in, 10 cows can be processed in one hour, given current labor.
This gives us an estimated 2000 hamburgers that can be processed in one day if the cows were to walk (20 hamburgers/cow x 10 cows/hour x 10
hours/day).
If the cows were to run in, let's assume that 25 cows can be processed in one hour. This gives us 5000 hamburgers per day.
Costs
Next, we must calculate the costs associated with the two different capacities. Let us assume that labor cost increases proportionally to the increase
in processed meats, and overhead increases, but not proportionally due to some sunk costs, for more equipment and other expenses. Here is the
breakdown:
Walk
Overhead
Labor
Total Cost
Burgers/Week
Cost per Burger
$5000
1,000
6,000
10,000
$0.60
Run
$10,000
2,500
12,500
25,000
$0.50
This shows that by running, costs drop by 10 cents

on each burger.
To estimate revenue, we need to calculate the

demand from estimating what the market size
would be.
Let's assume that the fast food chain has 10 outlets, and the meat-processing factory serves all 10. Each outlet serves a vicinity of about 30,000
people. Now, let's also assume that there are about 3 other competitors in each vicinity, leaving it with a market share of about 25% of the
customers in each area, for a total of 75,000 potential customers.
Of those 75,000, about 40% of them fall within the demographic target, leaving 30,000 desired customer.
Given the trends in healthy foods, out of the 30,000 desired customers, about a third will be allowed by their parents to frequent any one of the
establishment on a regular basis - leaving 10,000.
Of the 10,000 customers, each will frequent the establishment about twice a week on average - 20,000 visits. Out of these visits, about half order a
burger over another item on the menu - for a total of 10,000 burgers a week.
Key Findings/Recommendations
Even though its cheaper to produce more burgers, theres no demand to support it.
Have the cows walk. This meets demand and ensures fresh hamburgers.
Practice Case 3 (Juice Producer)

Question
A major producer of juice is in the business of processing and packaging fruit juice for retail outlets. Traditionally, the producer has packaged the juice in
18-ounce carton containers. Recently, in response to demand from the market, the producer purchased a machine that packages the juice in plastic gallons
(36 ounces). Over the next couple of years, sales continued to grow on average of 20% per year. Yet, as sales continued to increase, profits steadily
decreased. The owner cannot understand why. He hires you to help out.
We know that sales have been increasing, so revenue is not an issue. The problem must be costs.
Because of the change in packaging, the producer has incurred additional costs that are not accounted for, causing profits to decline.
Use the profitability framework. Gather information on the revenue side, but focus mostly on the cost side.
Dig Deeper: Gather Facts/Make Calculations
Looking at the revenue side, how much did the producer charge for the 18 oz. carton? $2.00 per container.
For the 36 oz. plastic gallons? For twice the size, the producer figured he would provide an incentive to buy by selling them at $3.50 per gallon.
How was the cost of the new equipment accounted for in the price? The producer ended up raising prices across the board by $.50 on all
packages, both cartons and gallons, selling at $2.50 and $4.00, respectively.
What about cost of packaging? Does it cost the same to package the juice in cartons as it does in gallons? Well, I guess not. Plastic is more
expensive than the paper carton we have traditionally used. Also, we had to hire more experienced labor to operate the machine because it is a
little more complicated than the carton machine. We figured that because the demand was higher for the gallons we would cover our costs
through increased volume.
What about overhead costs? All costs for the factory are added together and divided by the number of units produced.
o
This should raise alarm bells. This is now clearly an issue of cost allocation. The price on the plastic gallons should be higher due to
higher costs. Now you need to see to what extent this is affecting the bottom line.
Let's try to understand the trend in sales. What percentage of gallons versus cartons is sold? The more our customers notice the gallons, the more
they like them. As the overall volume is increasing, plastic gallons have comprised 60% of the sales. The owner has been very pleased about that.
It seems to me that it costs more to package in the gallons, yet the price is not higher on a per ounce basis. In fact, it's lower. Have you done any
proper cost allocation to determine which type of product should carry which costs? No, we havent.
Key Findings
The major finding in this case is the additional costs associated with the plastic gallons were averaged out over all units, including cartons. This
resulted in a misallocation of costs and inappropriate pricing.
The plastic gallon products have been priced at a lower rate than they should have been. Result: the more gallons the juice producer sold, the more
profit the company lost out on.
Recommendations
This firm should conduct a thorough analysis of activity based costing to determine the overhead costs and direct costs associated with each item
in the product line. They should then use this data to price accordingly.
Practice Case 4 (Chemical Manufacturer)

Question
A major chemical manufacturer produces a chemical product used to preserve foods in containers. Despite an increase in market share, the manufacturer
has experienced a decline in profits. The CEO of the company is worried about this trend and hires you to investigate.
The first thing we need to figure out is what does "an increase in market share" mean? Remember, the term "market share" is a percentage, and not
an absolute number. It could imply that the company has increased its share of the market by beating out the competition, or the competition
exiting the market. It could also mean that the market is actually shrinking, but the sales of the company are decreasing by less than those of its
competitors.
Use the Profitability Framework. Lay out factors that you feel would help from the Value Chain analysis, 4Cs, and 4Ps.
Dig Deeper: Gather Facts
Has the company experienced any significant increase in cost in the last couple of years related to any additional fixed or variable cost? No, costs
have been steady.
On the revenue side, has there been an increase in the volume of output? Slightly, a little bit higher than the industry average.
What about the competition. Have there been any new entrants on the scene? Actually, competition has decreased. A number of players have
exited the industry.
Why has that been the case? They were losing money. They felt that the industry had gotten saturated, so they left.
Has sales decreased for the industry overall? Yes, there has been a general negative trend in the last few years. There certainly has been less
demand for the product.
Are substitute products being used? Not really. Preservatives in general are being used less in foods. Fresh food is now the preferred choice for
many consumers.
What about the makers of food? Are they experiencing decreased volume? Yes, the entire industry has been slowing.
Are they forced to lower their prices to survive? They certainly are. Additionally, to lower costs, they are using their leverage to renegotiate price
structures of raw materials.
So is the company in question forced to lower its prices? Yes. They are gaining market share, but it's because of a number of competitor fallouts.
But costs have stayed the same? Yes.
Key Findings
The industry overall is shrinking. To survive, the company in question has been competing on price. It has gained market share at the expense of it
competition, forcing some to exit the industry.
Its sales have only increased slightly.
The decrease in price has caused the company to lower its profits, despite the increase in market share.
Profit margin has been lower on a per volume basis.
Recommendations
Focus on cost reduction. If price is the only way to compete, then costs must decrease.
Collaborate with the competition to increase leverage in negotiation.
Diversify into other chemicals that are in demand. Reduce the risk of market trends via a portfolio of products.
Practice Case 5 (VieTire)

Question
A tire manufacturer in Vietnam, VieTire, has been the only player in that market due to high tariffs on imports. They dominate the tire industry. As it
stands, the tariff is 50% of the total cost to produce and ship a tire to Vietnam. Because of the forces of globalization and lower consumer prices, the
Vietnamese government decided to lower the tariff by 5% a year for the next ten years. VieTire is very concerned about this change, as it will radically
alter the landscape of the industry in Vietnam. They hire you to assess the situation and advise them on what steps to take.
The first thing we need to understand is the current cost structure of VieTire's product.
Next, we must determine the impending competitive situation.
Then, Calculate the impact the reduction of tariff will have.
Finally, recommend specific steps that VieTire can take to protect themselves from increased competition.
Specify what steps we must take to understand the cost differences now, and in the future, of VieTire and its competitors
What would you say are the major costs associated with making a tire? Raw material comprise about 20% of the cost, labor 40%, and all other
costs such as overhead 40%. The average tire cost about $40 to make.
It seems that labor is a major cost, $16 per tire. Why? Things are done more manually. Most of technological advances in the industry have not yet
been implemented in Vietnam. What about the cost structure of the competition? An average tire manufacturer in the US produces tires at a cost of
$30 each.
Assuming shipping cost to Vietnam of $4 each tire, and a tariff of 50%, the average cost of an imported tire in Vietnam amounts to $51.
So currently, even though the cost to produce a tire in the U.S. is much cheaper due to technological advances, foreign competitors are out
of luck because of the tariff.
Year
Now
1
2
3
4
5
6
7
Tariff
50%
45%
40%
35%
30%
25%
20%
15%
Cost
$50.00
$47.90
$46.00
$44.50
$43.00
$41.30
$39.60
$38.00
Result of Competition
Will not enter
Will not enter
Will not enter
Will not enter
Consideration of entrance if willing to take a cut on price
Preparing to enter
Entered the market
Competing on the market
Key Findings
Depending on what price they are willing to set, the competition will start to think about entering the market in year four. In year six, the
competition will surely enter as their prices become lower than domestically produced tires.
This analysis assumes that the cost structure for the competition will remain constant. It is important to note that because of the rapid advances in
technology, chances are that the costs of producing tires will decrease resulting in competitors entering the market even sooner.
Recommendations
VieTire needs to benchmark against word class tire manufacturers and reengineer production methods and cost structures.
They must invest in the latest advances in order to reduce their labor/operations costs.
The company should focus on increasing the skills of labor while at the same time contain their hourly wage.
Need to develop loyalty from their customers/consumers in order to lock in a certain percentage of the market share.
Practice Case 6 (World View)

Question
A cable TV company from Canada, World View, had recently entered the US market in the northeast to expand its market share. World View saw this
move as an opportunity to capture a large part of the US market (4MM consumers) in a market with very little competition. However, in the last couple of
years, much to the surprise of management, World View has been unable to make a profit. You have been hired to figure out why and advise them on their
next move.
We need to understand why the company is losing money despite the market being uncompetitive.
We must analyze both the revenue and cost side of the problem.
We should also analyze the differences in viewing behavior and income between the customer base of World View in Canada and in the northeast.
We will also determine the strength of any competitors and substitutes.
Use the profitability framework.
Focus very heavily on the consumer.
Let's look at costs first. Did World View incur additional costs per customer on average in the new market? No, based on the potential number of
subscribers, they have instituted the same system that was in place. Costs associated with cable wire, debt, maintenance costs, etc. are all
proportionally the same.
What about the number of subscribers. Out of the 4MM potential customers, how many are signed up? Only 2.1 MM.
Are other cable companies capturing the remaining market? No, competition is not an issue. Those that we have not acquired as customers simply
do not have cable.
What about substitutes and viewing behavior? How is the consumer in the northeast US different from the one in Canada? Well, the Canadian
consumer does not rely much on local stations for watching TV. Cable is a major source of entertainment and news coverage. In the northeast
US, we tend to see consumers shy away from paying the $40 a month. They settle for watching local stations.
Does the new market lave a lower income level? Yes, they do, by about 20% on average.
What about the local stations? How many are they? Do they meet most of the needs of the consumer? There about 16 local stations that have
coverage over the entire northeast. I guess they are doing pretty well by providing programming that the consumer wants. You tend to see the
average consumer in the northeast watch regular TV more than Cable when compared with the Canadian consumer.
Do these stations have good reception and how much do they charge? They have a very good reception and they are part of basic TV, so they are
free.
Is World View providing any type of programming that the local stations are not providing? Some, but the consumers don't seem to be interested.
They don 't feel that it's worth $40.
Key Findings
There is a great deal of competition in the area, not from other cable companies, but local TV stations.
The consumer in northeast US is quite different from the consumer in Canada with respect to television viewing habits.
Consumers are not willing to pay $40 for a service that they already get for free.
Recommendations
World View could try to cater its current channel offering by offering a smaller package for those that would be interested in couple of cable
channels.
Scale back its operations to a specific region.
Educate the consumer on the extra benefit and new low price.
If none of these strategies work, move out of that market.
Practice Case 7 (Le Seine)

Question
A French soft drink company, Le Seine, is looking to diversify its holdings by investing in a new fast food chain in the US. You are hired to determine
whether they should pursue this path and, if so, how they should go about execution.
Understand the company's logic for entering into the fast food industry.
Examine the overall trends in the fast food industry, and determine which segment is the most promising.
Assess the overall demographic changes and major trends in eating habits.
Determine what competencies the company can provide that will help it enter this business and be successful.
What are some of the high level strategies that the company should consider when entering?
Use some elements of the 4Cs, 4Ps, and Porter's Five Forces. Identify which factors you need to address and list them in a logical sequence.
Why is the company thinking of investing in the fast food industry and not another? The fast food industry has been experiencing sustainable
growth for the last few years, and we believe that it will continue to grow.
Why in the US market and not the French? The US is more attractive economically and Le Seine has been present in the country for a few years.
Does the company know much about the fast food industry and its consumers? Not very much. They're not sure where to enter.
The industry as a whole might be growing, but let's think about which segment is growing the most and where it would make sense for the
company to enter. If we look at the traditional burger outfits, that segment is pretty much dominated by three players: McDonalds, Burger King,
and Wendy's. I would think that the barriers to entry are pretty high for this segment. You also have pizza, Mexican, chicken, cold cut sandwiches,
prepared meals (Boston Market).
Has the company thought about which to enter? No. But what do you think, at a high level, which segment should they enter?
o
[Quickly run through the pros and cons of the various segments]
Well, if we take a look at the company itself, it is more inclined to be in the prepared meals segment, given that it is French and has a European
appeal. If we look at the trends, the population is getting older and more families have two working parents. Also, there seems to be a move
towards eating more healthy foods. If we consider the competition, the segment seems to be at the growing stages, with only one or two known
players. The barriers to entry are certainly not as high as some of the other segments.
To distinguish itself from the competition, it can make food with a French theme, priced competitively. The company can also set up shop in major
grocery stores, as more people are purchasing prepared foods as part of the their grocery shopping.
It would be a fair assumption to say that Le Seine can capitalize on its distribution and marketing experience in the US.
Key Findings
There seems to be potential in the prepared food segment (players like Boston Market).
Le Seine seems to be a good candidate to enter and take advantage of the present opportunity.
Recommendations
Based on this assessment, Le Seine should enter on a large scale. To offer competitive pricing, they must have economies of scale.
Quickly develop strong brand equity. Look at the franchising option. Examine in detail how the most successful fast food outlets operate.
Consider acquiring an existing chain versus starting a brand new one.
Location is extremely important. Know your customers in every region, and focus on convenience.
Practice Case 8 (Beer Brew)

Question
A major US beer company, Beer Brew, recently entered the UK market. Two years after entry, the company is still losing money. Despite
a high per capita consumption of beer in the UK market, sales have been very disappointing. What explains this phenomenon?
Evaluate the product mix of the company and compare it to what is selling well in the UK.
Analyze what type of marketing Beer Brew is using.
Understand the consumer behavior and tastes, and determine the effect on sales.
Use the profitability framework. Understand which factor under revenue or costs is driving the decline in profitability.
Let's begin with the product mix. What kind of beer has Beer Brew been trying to sell? Currently, Beer Brew is selling two kinds of beer, a strong
tasting and a light beer.
How have the sales of both been doing? The strong tasting beer is selling slightly below average and the light beer is not selling at all.
What about marketing? The company has spent more on marketing than the industry average for that region.
Is it a highly competitive industry? It's about average. The industry is fairly fragmented. There are no dominant players.
Any problems with distribution channels? No.
What about pricing and placement of the product? To be competitive, Beer Brew undercut its price significantly to try to capture customers. Their
beer is sold just about everywhere other brands are sold.
What are the current best sellers of beers in the UK? Guinness, Toby, and a few others.
What kind common characteristics do they have? They are all moderate in alcohol level, dark, and strong tasting.
How does that compare to Beer Brew's products? Beer Brew's strong tasting brand is higher in alcohol, and market tests show that it tastes better.
The light beer is low in alcohol and calories, and again tastes great.
Are there any light beers on the market? Very few. Mostly locally produced. Beer Brew saw this as an opportunity to cash in on the light beer
industry that has taken the US market by storm.
What about color? Are Beer Brew's two products dark beer? No, they are fairly light in color.
Since most of the beer consumed in the UK is dark, and dark signifies strong beer, does the light color of the beer signal to the consumer that
somehow the beer is weak? Perhaps, but the company figured that once the consumer tried it, the color wouldn't make any difference.
Key Findings
It seems that the consumer in the UK has unique drinking habits. After further inquiry, we find that the average British drinker values dark beer
over any other factor. It seems that the dark color has a psychological impact on the consumer, relating it to strength, masculinity, getting their
money's worth, etc.
The light beer industry is undeveloped in the UK because the health movement in the US has not mobilized in Europe yet.
Also, because the price of Beer Brew's products is much cheaper than other brands on the market, it is portrayed as a low quality "American beer."
There has been a dilution of the brand equity.
Recommendations
Change the color of the stronger tasting beer. Make it darker and advertise it as the better tasting darker beer, with more alcohol.
Match the price to other premium beers that focus on the same market segment.
Drop the light beer product line. The UK is not ready for it yet.
Practice Case 9 (Wheeler Dealer)

Question
A major auto service chain, Wheeler Dealer, has enjoyed healthy returns on its 30-store operation for the past 10 years. However,
management feels that the chain needs to expand, as the current geographical areas in which they are based have become saturated.
For the past couple of years, they have aggressively pursued a growth strategy, opening an additional 15 stores. However, it seems that this
approach has had negative returns. For the first time in over a decade, the chain's profits dropped into the negative zone. You were hired to
figure out why.
You need to understand the nature of the business. What does the auto service entail?
Focus on the customer segmentation. Are they serving more than one customer? Any differences?
What is the profit structure of the different offerings?
Where did they move? Are the newly formed stores operating differently or serving different markets than before?
Use the Profitability Framework. Focus on how revenue has changed given the environment.
What type of services has Wheeler Dealer traditionally provided for its customers? There are two main businesses under each roof: off-the-shelf
car parts and the garage mechanical services.
Are these services provided as well in the newly developed chains? Yes.
Have competitors entered the market stealing market share? A few competitors have entered the market, but not too many. The expansion was
planned to explore new markets and prevent the competition from growing.
What about price? Have prices gone up to help defray some of the costs associated with growth? No, they have stayed the same.
Given the two types of businesses for each chain, do they have the same profit margin? No. In fact, because the garage services cost the business a
great deal more and the mechanics are very well trained, we charge a premium. Profit margin on servicing cars has twice the profit margin of offthe-shelf products.
Are the customers the same for both businesses? No. The customer that uses the garage service tends to come from a mid-to-high income bracket.
Those that use the off the-shelf auto parts tend to be of the lower-income bracket. They fix their cars on their own.
Where has Wheeler Dealer traditionally been located? Mostly in, or very close to the suburbs.
Has the geographical location changed as they expanded? Yes, They saw certain urban areas as very inexpensive. They located more in inner cities
where there are a lot of used car sales.
So, would it be fair to assume that the more profitable business, the garage service, has deteriorated and the sale of off-the-shelf parts has
increased, causing overall profitability to go down? Yes.
Key Findings
The garage service is the major revenue generator for the business. As they expanded into the inner cities, they began to attract the wrong
customer. Profit margin on the off- the-shelf products is not enough to cover costs and make a healthy return for Wheeler Dealer. A price increase
is unlikely given price sensitivity.
Recommendations
Scale back from the urban areas. Focus on geographical areas where you can attract the suburban customers who will use the service aspect of the
business. Maintain a healthy return on the car product market from the inner city dwellers.
Where possible, drop the garage service in under-performing areas to reduce costs and focus on the retail end.
Practice Case 10 (Travel Agency)

Question
A travel agency makes a 10% commission on all of its travel bookings. Their current profit before taxes is $1MM, while the industry
average ranges from $2MM to $3.5MM. Why are they making less than the industry average?
We need to understand the revenue stream and cost structure of the travel agency and conceptualize how each transaction contributes to the bottom
line.
Focus on the types of customers the agency services and how each type relates to profitability.
Use the Profitability Framework, with a focus on the cost side of the equation.
Break your analysis down to the two types of customers: business and leisure.
What is the total gross revenue for the agency per annum, on average? $10 million.
How does the revenue compare to other agencies with similar size? They are about the same.
What about the product line? Does the agency handle any bookings other than travel tickets? No. They just book tickets for their customers.
What are the different customer segments that the agency services? There's the business traveler segment, which comprises about 40% of total
revenue, and the leisure traveler segment with the remaining 60%.
How many total transactions does the agency process and what is the break down for each customer segment? The total number of transactions is
around one million per year. On average, about 300K go to the business segment, and 700K to the leisure.
Is there a cost associated with each transaction? Yes, each transaction, regardless of which segment, costs $9.
[Now you have all the necessary information to calculate the profitability of transactions for each segment. If you run the numbers, you
will find the following information.]
Segment
Business
Leisure
Share
60%
40%
Volume
300,000
700,000
Total
Revenue
$ 6,000,000
$ 4,000,000
$ 10,000,000
Revenue /
Cost /
Profit /
Transaction Transaction Transaction
$
20.00
$
9.00
$
11.00
$
5.71
$
9.00
$
(3.29)
Gain
$ 3,300,000
$ (2,300,000)
$ 1,000,000
Key Findings
The leisure travelers are draining your profitability. Either the cost per transaction is too high or the revenue per transaction made on the leisure is
too low.
Recommendations
Benchmark the cost structure of other travel agencies.
Negotiate with the airlines on the possibility of charging a premium for leisure tickets or capture a larger commission through cost charged to the
customer.
Look into the possibility of reducing cost per transaction for the leisure travelers.
Offer the leisure traveler other products to increase revenue per transaction such as hotel bookings and travel packages.
Become a niche player and focus only on the business traveler
Practice Case 11 (Hospital)

Question
Our client is a 350-bed hospital in a mid-size city. The organization has historically exhibited strong financial performance, and had a 1-3% operating gain
each year for the last five years. However, they are projecting a $12 million operating loss this year, and expect this situation to worsen in the future. As a
result, the CFO believes that they will be out of cash within five years. They have asked us to identify the source of this sudden downturn, and to come up
with alternatives to restore them to a break-even position. They are one of the largest employers in the market, and will not consider layoffs as a possible
solution.
Background
This question addresses company profitability. The interviewer is looking for a candidates business intuition and ability to apply this intuition to identify
potential sources of the problem. In addition, the interviewer is looking for potential solutions to the clients problem.
Response
Candidate:
Profitability is a function of an operations revenues and costs. The first thing Id like to focus on is the companys future revenue stream.
As I understand the hospital industry, revenues may be fixed for several years due to long-term contracts with insurers. Is this the case for
this hospital?
Interviewer:
Your intuition is correct. Revenues have dropped approximately 15% so far this year due to aggressive pricing on capitated managed care
contracts that were signed in January and declining admissions and length of stay for their fee-for-service contracts, most of which are still
reimbursed on a per diem basis. All contracts are binding for three years, and cannot be renegotiated.
Candidate:
In that case, it is important to understand the companys cost structure to see if it can adjust to this declining stream of revenue. Does the
client have considerable fixed costs that will be difficult to reduce in the near term?
Interviewer:
Hospital occupancy is approximately 70%, resulting in high fixed costs that are not covered by the current contribution margin. The
organization is currently staffed for 80% occupancy.
Candidate:
Since revenue is declining at a fixed rate and fixed costs are high in the short-term, the hospital will have to analyze its variable
cost structure. I would surmise that staffing costs are the main source of variable costs. However, the hospital cannot address
this due to its policy concerning layoffs. I would think that the other main driver of variable costs for the hospital lies in its
utilization of resources. Am I headed down the right track?
Interviewer:
In fact, youre right. The utilization of diagnostic and therapeutic services during a patients stay is approximately 15% higher
than what was expected when contract pricing was negotiated.
Candidate:
Given that information, the hospital should focus on changing physician behavior since physicians ultimately control the
utilization of resources. The hospital may want to align MD incentives with those of the hospital by sharing risk, giving
physicians data and education on their use of resources versus the competition. Other ways to reduce expenses could be to sign
exclusive contracts with a distributor in order to generate volume discounts and economies in purchasing, or by reducing choice by
limiting the pharmacy formulary to generics and decreasing the number of vendors utilized for high volume items such as prosthetics and
heart catheters.
Interviewer:
Thats a good discussion of cost implications, but have you given up on recommending ways to increase hospital revenue?
Candidate:
Now that you mention it, the situation is not hopeless in this regard. The hospital may want to increase revenue by signing
contracts with additional insurers, by putting salaried physicians on staff to guarantee that they admit to our clients hospital, or
by creating an affiliated physician organization to increase their share of admissions. In addition, they can potentially leverage
their distinctive competencies by developing Centers of Excellence that can be marketed to managed care contractors as an
exclusive provider for those services within the region, and possibly outside the region.
Interviewer:
Are there any other solutions that may be feasible?
Candidate:
One final thought that keeps coming back to me centers on the companys current competitors. What does the local market look like?
Interviewer:
There are two other 350-bed hospitals in the city. One is an academic medical center, the other a catholic hospital recently acquired by a
for-profit chain. Additionally, total admissions in the marketplace have dropped by 5% and total patient days have declined 10%.
Candidate:
In that case the hospital may want to consider affiliating with a competitor in the market. This may help to decrease capacity across the
city by rationalizing the services offered at each institution. This may allow one hospital to close, thereby reducing fixed costs.
General Summary Comments

The candidate should fully address the components of this issue (profit = revenue - costs) and should be able to demonstrate an understanding of fixed vs.
variable costs. Moreover, the candidate should be able to brainstorm possible solutions to the problem, both from a revenue maximization and cost
minimization perspective.
Practice Case 12 (E-Grocery)

Question
The client is a grocery store chain that is considering whether or not they should enter the emerging Internet-based grocery shopping/delivery market in the
Boston area. This regional chain is currently one of the leaders in the traditional grocery store market in northern New England.
In their core market, two competitors have emerged in the Internet/at-home grocery shopping business, and are rapidly gaining market share. One of the
companies that has already entered this new marketplace is the client's primary competitor in the traditional market. The second player is a chain that does
not have grocery stores in the target region, but has entered the Boston area with Internet shopping delivery services.
Should the client enter the market? If so, how, and what concerns should they have? If not, how do they protect market share from the emerging market
that is threatening to steal business?
Background
This is a market strategy issue. The interviewer is looking for a discussion of the client's customers, competitors, costs, core competencies and the overall
market dynamics. In addition, the candidate should be able to present a solution and identify the key success factors for this solution.
Response
Candidate:
The client must first do some preliminary work examining the market for groceries delivered over the Internet. I would like to get a better
sense for the company's current customers, as well as potential customers, to see if the Internet is a viable delivery mechanism for the
company. Can you tell me more about the client's customers in the area?
Interviewer:
The client serves primarily upper-middle class customers.
Candidate:
That's important to know. I would guess that prospective users of an Internet-based delivery system are upper-middle class. Can you
confirm this and elaborate on the growth prospects for this market?
Interviewer:
Your guess is correct. Users of the Internet delivery system are typically upper-middle class. As far as the market is concerned, home
grocery shopping among Internet users is growing rapidly and the percentage of homes with Internet access is also growing.
Candidate:
We've established that the market is an attractive one, however I still need more evidence before presenting a recommendation. I'd like to
now turn to the two competitors described in your opening. Can you explain their current market share?
Interviewer:
All three local players (including yourself) have an equal market share - roughly 15%.
Candidate:
And can you address recent growth trends among the competition?
Interviewer:
The competitor without stores in the target region is gaining market share more rapidly than the company with stores in the target region.
Candidate:
We've established pretty convincingly that the market is attractive. I'd like to now focus on our client. Clearly not all companies are
prepared to put their operations on the Internet. There are two central issues I'd like to better understand. First, the company's core
competenciesdoes it have the requisite skills to address the Internet user? Secondly, I'd like to understand the company's cost structure.
Is such a move feasible for the client? Do you have any information on the company's distribution capabilities? Specifically, is it able to
address the Internet market?
Interviewer:
The company's current distribution facilities are not adequate for the delivery system.
Candidate:
How about the company's employees? Are they sufficiently trained to handle delivery tasks associated with the Internet?
Interviewer:
The current employees cannot perform these tasks without more training.
Candidate:
Those are some important considerations to ponder. However, given the market attractiveness for Internet groceries, the client would be
crazy to pass up this opportunity. Its customers are Internet users, the competition has already shown a willingness to invest in the market,
and the competitor with no stores in the region (i.e. totally reliant on Internet sales) is growing the fastest. That said, the company must be
willing to invest in this market to succeed. First, it must improve its distribution capabilities. Further analysis must be done as to whether it
should improve its current operations or develop a stand-alone capability exclusively devoted to the Internet market. Next, it must develop
an inventory management system so that it can effectively track what it orders from suppliers, what customers are ordering, and where the
product is delivered (Internet vs. traditional). Finally, it must spend enough money to cross-train its employees so that tasks associated
with Internet delivery can be effectively performed.
Interviewer:
Are there any other considerations?
Candidate:
When the company rolls out its Internet operations, it must not disappoint customers. Many of the Internet-based customers will be
cannibalized from the traditional operations. In itself, this is not bad. These customers obviously prefer the alternative, and it's better for
the company to retain them versus losing them to competitors. However, failure to deliver on Internet delivery will cause customers to
consider switching to the competition. As such, the company must be sure it can effectively deliver on its promises from the moment it
enters the Internet market.

The candidate does not necessarily have to recommend market-entry for this case. If the candidate believes the company should not enter the market, it
must present a compelling business reason why and craft creative alternatives for market share protection. In either case, the key components of market
strategy must be understood and addressed.
Practice Case 13 (Formula Producer)

Question
The client is a manufacturer and distributor of infant formula. They sell their product nationwide, and are in the middle of the pack in terms of market
share. They are currently trying to boost their market share while maintaining profitability.
There is a government welfare program called WIC (Women, Infants, Children) that allows individuals living below the poverty level to receive vouchers
for infant formula for their children. Unlike most welfare programs, this one is subsidized by the actual producers of infant formula. On a state-by-state
basis, infant formula producers bid for the right to be the sole supplier of infant formula to welfare recipients in that state.
In addition to paying the government for the WIC contract, the client also provides rebates to retailers for WIC sales. As a result, income received from
WIC sales is substantially less than that received from normal formula sales. In fact, sales to mothers that remain in the WIC program for more than 12
months result in a net loss.
In trying to determine how much to bid on a WIC contract for a given state, what factors should you consider?
Background
This case is fairly wide open, and presents an issue that is most likely unfamiliar and ambiguous. One challenge will be for the interviewee to find one or
more issues that they can explore more in-depth. The basic focus of their analysis should deal with the relative profitability of a WIC contract.
Response
Candidate:
I think for this case I would first look at who the typical WIC customer is, and the dynamic of the relationship, meaning how long are they
a customer, and what kind of loyalty is there. Since I dont have any children, could you tell me more about a typical WIC customer, in
regards to buying formula?
Interviewer:
Sure. Obviously the typical WIC customer is poor, since this is a form of welfare. But some things you might not know are that 1) the
average WIC recipient stays in the program for less than 12 months, 2) mothers typically remain loyal to a brand through infancy for their
first child, but for subsequent children recipients often switch back and forth between brands, and 3) infants typically require formula the
first 22 months of their life.
Candidate:
Thanks. With that knowledge, I can start to think about the issues facing this company. In trying to decide the terms for the contract,
profitability is the primary driver. There's obviously some issue of social-enterprise here, but even so, I think profitability will drive much
of the decision. Since the WIC recipient gets rebates in addition to the subsidized cost of the product, we need to quantify that rebate in
order to understand what the profitability per recipient is. Can you tell me that?
Interviewer:
For the purposes of this interview, let's assume that the rebates average an additional 10% (off of the retail price).
Candidate:
OK. So the profit per customer might be determined by (WIC revenue - rebates - COGS). So if the revenue is $100/customer/year, and the
rebates are $10, and COGS are $75, we make $15 per customer per year. As long as we're paying less per customer for these rights to be
the sole-supplier, we're in the black.
Interviewer:
For the most part, your logic is correct. But is there anything else that might be a factor in determining profit?
Candidate:
Well, related to the actual profitability of the WIC product I'm not sure. But maybe there are some hidden costs or revenues that I'm not
thinking about. In fact, maybe there are some synergistic revenues that the company can achieve. If they get the contract, that gets them
additional shelf-space in the stores. And not just WIC recipients shop in the stores. So maybe they will be able to increase market-share,
just by being on the shelf. Of course, they are getting full retail price for those sales. So I might add in an additional sales minus COGS to
the equation. But to try and get an idea of that figure might be tough. How long to these contracts last?
Interviewer: Typically, several years.
Candidate:
Ok, so knowing that a contract is several years, say 5, we can begin to get a total dollar value for the contract. If we know how many WIC
recipients there are in this state that we're bidding, we can calculate expected revenues. Also, if we can get an idea of how much shelf
space we would have, we can quantify the synergistic sales.
Interviewer:
Good. I'm not going to make you go through the math on it, because we're about out of time, but you're right. There are 1.2 million WIC
recipients in the state, and shelf-space is awarded based on volume sales. So for this company to get the contract, it can help them have
more sales volume, and thus more shelf-space, and hopefully then more market share.

Ultimately, they should come up with some sort of explanation for how numbers would be run to estimate an appropriate contract bid. One example might
be:
(WIC revenue - rebates - COGS) + (synergistic non-WIC revenue - COGS) >= Contract Bid
COGS takes into account economies of scale.
Real world situation is that synergies are strong, and WIC recipients bounce in and out of program but stay loyal to product for first-borns. Not only are the
synergies positive, but also on average WIC recipients are profitable because they pay retail for nearly half of the formula that they purchase over the first
22 months of their child's life.
Practice Case 14 (Pharmaceutical Company)

Question and Background Information
Our client is the U.S. pharmaceutical division of a multi-national corporation. In about six months the division will receive FDA approval to
launch an anti-depressant drug. Despite this apparent good news from the FDA, the U.S. division is not elated. It has concerns over the market
potential for this drug and its ability to reach the key prescribers in this therapeutic category. We have been asked to help determine whether they
should 1) launch alone, 2) co-market with a partner, or 3) sell, license or swap the drug.
The concerns over market potential center on whether the drug can gain adequate competitive advantage in a market segment having two
dominant, patent-protected competitors and nearly 100 generic competitors. Additionally, a higher technology antidepressant, which appears to
offer therapeutic advantages, was recently introduced by a competitor.
Gaining the professional endorsement of psychiatrists is crucial to success in this therapeutic category since they write approximately half of the
prescriptions for antidepressants. However, the division has no experience marketing drugs to this physician group. Consequently, it would have to
hire a sales force and/or enter into a co-marketing agreement to gain access to psychiatrists through someone else's force. The client would be able
to leverage its existing sales force to reach the other half of the prescribers (Internal Medicine Specialist and Family and General Practitioners).
How would you help them decide whether to 1) launch alone, 2) co-market with a partner, or 3) sell, license or swap the drug to a third party?
Commentator: Note here what is being asked, "How would you help them decide." What is not being asked is "Which is the correct option to
choose?" The Interviewer is looking more for how this problem is approached than for the "correct" answer.
Also note that it is totally appropriate to take some time to organize your thoughts before launching into the case discussion.
Response
Candidate:
In helping the client decide which option they should choose, I will want to guide them to the option that will create the most
value. To understand main value drivers (i.e., profitability drivers), I will first explore the market attractiveness and our
competitive position within that market in order to determine revenue potential. After that, I will explore the major cost issues.
Starting with the revenue, I'll want to understand first what the overall market revenue opportunities are for this type of drug in
addition to our product specifically. Now, the client expressed concern over the market potential for this drug. How big is the
market and what is its potential growth rate?
Commentator: Here the Candidate has done several things. First, the Candidate has stated the overall objective, value creation. Next, the
candidate stated the method of walking through this problem, looking at revenue by using a market economics and competitive
position framework, then looking at costs.
The Candidate provided a roadmap. Now the interviewer understands the approach and expected direction of questioning. This
helps the interviewer understand the student's thought process - how he or she thinks through business problems.
Interviewer:
The overall antidepressant drug market is relatively attractive at $1.1 billion per year and is growing well in excess of the
population growth rate.
Candidate:
You mentioned that concerns over market potential center on whether the drug can gain adequate competitive advantage in a
market segment having "two dominant, patent-protected competitors and nearly 100 generic competitors." You also mentioned
that a higher technology drug had entered the market. Is the antidepressant market segmented by technology?
Interviewer:
Yes.
Candidate:
And the two patent-protected competitors along with the 100 generic competitors are within our technology segment?
Interviewer:
Correct.
Candidate:
So, the overall antidepressant market is attractive at $1.1 billion, but within that market, there are segments based on different
types of technology that may or may not be attractive.
Interviewer:
That's correct.
Candidate:
What is the technology associated with our clients product?
Interviewer:
Tricyclic antidepressants.
Candidate:
How fast is this technology segment growing?
Interviewer:
As a matter of fact, substitution by the new technology may cause a decline in sales over the next 5 years. Additionally, the
existing competitive environment is very intense and will only increase if the market shrinks.
Candidate:
So, the overall segment is not very attractive.

Interviewer:
Correct.
Candidate:
What percent of the volume do the two main competitors have?
Interviewer:
In our own technology segment, the leader has approximately 10% and the number two player has about 4%. The rest of the 100
competitors each has less than a 2% market share. By comparison, the new technology has captured a 20% market share of the
total antidepressant market.
Candidate:
How much will our client's product be able to differentiate itself within our technology segment?
Interviewer:
Not much. In a market research study we commissioned, the product was seen as very similar to the number two product in our
technology segment, slightly inferior to the number one product, and slightly better than the generic products. The new technology
was viewed as far better due to a lower level of sedation.
Candidate:
So to summarize the market environment, although the anti-depressant market is attractive, the segment that we would be
participating in is relatively unattractive and runs the risk of becoming smaller and more competitive over time. Additionally,
within this unattractive segment, we have limited ability to differentiate ourselves relative to our competitors, and thus, will not
be able to charge a premium price.
I would think that this unattractive market and relatively undifferentiated position within that market would translate to a lower
market share. I would estimate that our share might be lower than either of the branded products given our new presence in the
market, say maybe a 2-4% share and this, like the rest of the segment, would probably decline over the next couple of years.
Interviewer:
That sounds about right.
Commentator: In understanding the revenue potential, the Candidate did several key things.
1) Disaggregated the antidepressant market.
2) Established the overall attractiveness of the relevant market segment.
3) Established the client's relative attractiveness to competitors within that segment.
This enabled the Candidate to come to the correct conclusion that an undifferentiated position within a relatively unattractive
market will limit the revenue potential.
Also, note that the Candidate is doing most of the talking. Use the interviewer to clarify questions or provide information, but the
Candidate must lead the discussion.
Candidate:
Knowing that our revenue potential is relatively low puts more pressure on minimizing the costs if we were to market the drug. I
want to see what area within the cost structure impacts profitability the most. What percent of net sales is COGS?
Interviewer:
About 20%
Candidate:
And what is the bulk of the remaining line items?
Interviewer:
Most of it is selling expense. There are some overhead/admin and advertising and promotional expenses, but most of it is selling
expenses.
Candidate:
So, selling expense is the largest portion of the cost structure, which means that whichever option we choose, launching alone vs.
with a partner will certainly impact the selling expense (in addition to the number of prescribers reached, thus revenue potential).
Commentator: You can pick up good tips here. Spend time on things having high impact and feel free to test and see how important they are.
Tests might include how large something is as a percentage of sales, how important it is to the customer, or how much of an
impact it has on manufacturing economies, etc.
Candidate:
In understanding the effect of the co-market agreement on number of prescribers reached, I think it would be helpful if I could get
an idea of who makes the purchasing decision.
Interviewer:
Well, there are four main parties involved. There are the manufacturers (such as our client), the doctors (who prescribe the drug),
the druggists (who fill the prescription) and the patient (who initiates the transaction). Selling is concentrated on the doctors, since
they are the group that determines if medication is needed and, if so, what type.
Candidate:
Is the growth in managed care going to influence the dynamics of this?
Interviewer:
Yes, but for the purposes of our work, lets not address that.
Candidate:
So, for the purposes of our work, the doctors make the purchasing decisions, this includes two groups of physicians, the
Psychiatric group and the Internal Medicine/General Practitioner group.
Interviewer:
Correct.
Candidate:
You noted that we dont currently have connections to psychiatrists. This group prescribes half of the antidepressants. Can we
launch the drug by only marketing to IMs and general practitioners and ignoring psychiatrists?
Interviewer:
No, they are at the top of the pyramid of influence and thus must endorse the drug before their colleagues in the IMP/GP will
endorse it.
Candidate:
So if we are to market this product, we cannot do so without the Psychiatric group. The weight of the decision then becomes a
matter of what is the most efficient and effective way to reach themeither through a newly hired sales force or with a comarketing agreement.
Interviewer:
Correct.
Candidate:
What are the advantages and disadvantages of marketing the drug ourselves?
Interviewer:
In terms of having our own sales force, the main benefit would be that we would be concentrating on our product only and this
may help sales. On the downside however, the cost of this focus is all attributed completely to our product, and having a
dedicated sales force representing only one product would be expensive.
Candidate:
Do you have any other psychotheraputic drugs in development or plans to expand this part of your portfolio through licensing?
Interviewer:
Nothing is planned for the next three years.
Candidate:
So by entering a co-marketing agreement, the costs of the sales force is spread across several products, and, if the co-marketer did
not have a competing product, then our product would get the appropriate selling attention warranted. Also, since this sales force
has existing relationships with the psychiatrists and doesnt need to take time to further establish these relationships, sales of our
product might peak sooner. So, all in all, I would think that if we were to market this product, it would be a less costly and higher
value option to enter into a co-marketing agreement rather than go it alone.
Commentator: Here, as with most case interviews, the Candidate has the opportunity to go deep into an issue. The Candidate has chosen to
do this here with one type of cost, the sales force. The Interviewer is looking to see if the Candidate can identify some of the key
value drivers of the function being explored. In the case of the sales force, the Candidate correctly identified the key value
drivers as being:
1) The ability to spread the cost of a sales call across multiple products.
2) The ability to choose a co-marketer that needs this product in their existing product line.
3) The ability to leverage an existing psychiatric sales force infrastructure to reach peak sales sooner.
Remember, there are many value drivers. We have touched on a few, but dont be concerned about identifying the right ones,
just try to identify what type of issues affect the situation the most.
Interviewer:
OK, and what about the third option, to sell, license or swap the drug to a third party?
Candidate:
Again, the client would want to choose the option that was more value creating. There could be several reasons for going with the
third option:
1) We might sell our drug because the sum of the promotional or overhead costs may make it unprofitable for us to market
whereas a company having a similar product line might be able to carry this product at a very small incremental cost.
2) We might license it for the same reasons we would sell it.
3) We might swap it if we could find a company needing this type of drug while having a drug that might fit more with our
existing infrastructure.
In any case, for the options being considered, I would want to forecast cash flows and discount them back to see what option is
more value creating before making a final recommendation.
Interviewer:
OK, thank you for your input on how to approach this problem.
Commentator: Youll note here, that the Candidate doesnt actually make a final recommendation. This is fine. The Candidate has demonstrated
how he would approach the problem, and in doing so, has hit on many of the key issues you would find in a real client case
situation.
Recapping the steps the Candidate took into evaluating the clients options:
On the revenue side:
1) Segmented the market to the appropriate technology level.
2) Determined that the segment was unattractive .
3) Determined that the clients product was not significantly differentiated.
4) Concluded that for these reasons, the revenue potential was limited.
On the cost side:
1) Determined that selling expense was a key component to profitability.
2) Determined that the Psychiatric group needed to be included in the selling efforts.
3) Determined that it would be less expensive to co-market vs. go it alone.
4) Determined that there are other considerations to evaluate when comparing co-marketing vs. selling, licensing, or swapping
the product.
Interviewer:
Provide summary comments and wrap-up.

Practice Case 15 (Scotch Manufacturer)

Background
We have been contacted by a large distilled spirits manufacturing and marketing company to develop a new strategy for one of their brands.
Before getting into the details on this particular case, how would you define strategy?
Participation
o
Geography
Customer
High-Level Product Segment
Offering
o
Product
Service
Pricing
o
Product
Service
Operating Configuration (cost/asset)
Distribution
What would be your process to develop a new strategy?
Position Assessment (i.e. understand sources and drivers of profitability)

o
Business Profitability
Strategies
Market Economics
Competitive Position
Alternative Identification
Alternative Evaluation
Business Plan
In the first meeting with the client to "scope out" the potential project, what might be some of the things that you would like to know?
Ulterior motives for the work (are there politics involved)
What other work have they done on the subject?
What do they want to find out?
How would they like to work together?
Are there any time constraints?
Who would they like involved in the project?
Basic information on the brand (profit, volume, etc.)?
Any hypotheses on the key issues?
Any thoughts on the likely alternatives?
Any key questions that have to be answered regardless of the strategy?
What might be some of the reasons that you would NOT want to accept this project?
Politics
Not committed to value
Looking for scapegoats
Inability to satisfy the BU manager
Difficult client in general
Here is a little background information on the scotch industry

The first scotch was introduced in North America in the early 1940s, and grew steadily and rapidly in popularity until the 1960s. The industry
has subsequently declined in volume every year to 1996 at a rate of about 3% per year. From 1996-1998, the volume declined at only 1% per
year for these two years.
What kind of information would you want to understand in order to determine the reason for the steady volume decline up to 1996,
explain the "kink" in the volume decline, and then forecast what market volume is likely to do over the next several years?
Is the answer to slower growth explained by fewer people drinking scotch, or by drinking less overall, or both? (fewer people have been
drinking scotch)
What kind of information would you want to understand in order to determine why fewer people have been drinking scotch?
Demographics
o
Male versus female
Age of typical scotch drinkers
Popularity
o
Substitute products
Health reasons
What kind of analysis would you complete to quantify the reduction in number of scotch drinkers?
Review census work
Complete literature searches
Interview customers
Interview distribution channel members
Interview other producers
Complete market research studies
Review the client's information gathered over time
Here is some additional information on the scotch industry

Scotch consumption has been declining because fewer people have been drinking scotch. Fewer people have been drinking scotch for two reasons.
First is a general decline in the popularity of scotch. Other distilled spirits, such as vodka and wine have increased in volume and become more
popular. Second is a decline in the age group that traditionally drinks scotch (the 35-50 age group). As the baby boomers age, this segment of the
population is growing, so even if popularity doesn't change, the scotch market should improve going forward due to the growth in this segment. In
addition, scotch is becoming more popular, especially the unique single malt scotches.
What information would you like to know about the industry, in general?
How is the scotch market segmented?

o
What are the sizes of the segments?

o
40% of the volume in low-end, 50% in premium, and 10% in super premium.
Is the scotch market profitable?

o
There are three segments in the market, low-end (such as private label CVS whisky), premium (typically seen on the back bar in a
bar), and super-premium (including Chivas Regal and single malt scotches).
Yes, all segments are economically profitable.
How is profit concentrated?

20% in low-end, 60% in premium, 20% in super-premium.
What are customer needs?

o
Taste (do people like the taste of the scotch -- either in blind taste tests or do they "think" one brand tastes better because it has a
darker color, or is a more thick liquid, etc.)
Fashion (is it fashionable to drink)
Badge (does the brand make me feel important/different/mature/sophisticated)
Would you think that the scotch industry is profitable? Explain structurally, and elaborate
High barriers to entry, takes a long time to establish a brand name in scotch
People are very brand loyal and won't switch easily
People think its bad for your health and its difficult to get them to start drinking
People think it tastes bad and its hard to acquire a taste for scotch
Customers are not price sensitive
Regulatory pressures are high (high taxes, its expensive)
Competitor intensity is not that high (little price based competition, noticeable, but not outrageous investment in advertising)
As a result, overall, the industry is very profitable, but volume is declining, so profit is declining
What information would you like to know about the brand?
What segments do we participate in?

o
Only in the premium segment and with one brand
Where is our brand positioned?

o
Tied as the #2 brand with 25% market share of volume (#1 has 35%, #2 has 25%, we have 25%, #4 has 10%, others have 5%)
Priced slightly above the industry average (10%)
How have competitors performed?

o
#1 has gained share from us, the #4 and other brands, but mostly from us
#2 has held share
How profitable are we relative to competitors?

o
We all have same cost of goods, differences are in selling costs and advertising costs
#1 has highest selling costs and advertising costs, #2 has second, #3 has third, and so on
#1 and we have a price premium, #2 is priced at the industry average, #3 and all others are slightly below the industry average, but
no one is dramatically different than the industry average
#1 has a lower per unit profitability but has the most share of profit given its highest market share
What are your potential hypotheses that you would want to test to understand our relative performance?
Customers perceive our brand as having poorer rankings on the key attributes
o
We do not have the same distribution/availability as competitors

o
True
Customers are not aware of our products (advertising awareness)

o
We actually have advantaged distribution
We are priced too high relative to our attributes

o
We have a disadvantaged taste, disadvantaged badge, but competitive fashion
False, people remember our advertising
Customers are not convinced to buy our product from our advertising (advertising effectiveness)
o
True, we have very poor advertising effectiveness
Why has our advertising effectiveness been poor?
We don't spend enough

o
We don't spend in the right media

o
True, we spend a lot on billboards because they're cheap but they don't reach the right audiences
We don't spend at the right time of the year

o
True, we spend about 25% too little money
True, we spend a lot at Christmas to get the impulse buyers but we don't get the brand loyal buyers
Our advertising copy is bad

o
True, we have had poor campaigns while the #1 brand has had very good campaigns
How would you determine how much money to spend on the advertising budget?
Set a target number of customers to reach and a frequency target, and then back out the required investment to achieve the targets, based
on the media used, time of year, quality of layout, etc.
Spend as much as competitors

o
This would require a 100% increase in advertising investment
Spend the same % of revenue as competitors, or set a % of revenue target
Look at the competitors, index their advertising investment relative to the price premium they receive, and thus index our investment
relative to the price premium we receive (in other words, #1 brand has a 10% price premium and invests $10MM/year in advertising and
the industry average is $5MM/year. So they have 100% more advertising for a 10% price premium. We want a 0% price premium, so we'd
invest at the industry average of $5MM. Or, we want a 10% price discount, so we'd invest at of the industry average, or only $2.5MM
per year)
Continue current spending
Spend a % of our cost structure
Do a break-even analysis and spend up to where we are economically break-even
If our goal was to make money, and not necessarily to gain/maintain market share, what might be some alternatives?
Reformulate the product to change its attributes
Change pricing
Reduce costs
Change distribution
Change advertising/promotion strategy
Sell the brand
Milk the brand
Which of these is likely to offer the greatest profit potential and why?
Milk the brand

o
Sell the brand

o
Because market volume is declining so much, we will never recover the advertising investment to turn around the brand (the best
strategy).
Because market volume is declining so much, we will never recover the advertising investment to turn around the brand, and the
value of the brand declines every year as the volume declines.
Invest to build the brand

o
Convince other producers to spend on advertising so the entire industry convinces more people to drink scotch and all producers
win. We could also encourage people to switch from wine/vodka/other drinks to drink scotch (e.g., link with cigars to appear more
fashionable).
Which of these will be easiest for the company to implement and why?
Is this the largest brand for the company? (i.e., if this brand declines, will the entire company decline?)
o
This brand is only a small part of the company's portfolio.
Fit with other brand strategies (i.e., are all of the other brands in the portfolio growth brands so that this is the only declining brand?)
Fit with management time and attention (is there so much time focused on fixing this brand that other brands suffer and offset the potential
improvement in this brand)?
Because market volume is declining so much, we will never recover the advertising investment necessary to turn around the brand, and the
value of the brand declines every year as the volume declines
Invest to build the brand

o
Convince other producers to spend on advertising so the entire industry convinces more people to drink scotch and all producers
win. We could also encourage people to switch from wine/vodka/other drinks to drink scotch (e.g., link with cigars to appear more
fashionable).
Practice Case 16 (Regional Jet Corporation)

Initial Handout for Interviewee:
Regional Jet Corporation is a U.S. manufacturer of regional airplanes-airplanes with 100 seats or less. Its business consists of two types of
aircraft: (1) jet engine, 80 to100-seat aircraft and (2) propeller, 20 to 30-seat aircraft. In fiscal year 1999, Regional Jet delivered 100 jet engine
aircraft and 150 props. This represented a unit volume increase year-over-year of 10% and 5%, respectively, and revenues of $730 million and
$225, million, respectively.
Although overall profitability for Regional Jet in 1999 was a competitive 5% economic profit margin, profitability varied significantly by business.
The prop business generated a stellar 30% profit margin, while the jet engine business was unprofitable with a margin of 3%. Over the past several
years, Regional Jet has experienced eroding profitability in its jet engine aircraft business. Its prop business, despite being profitable, has been flat
in most recent years.
At a January 5th analyst conference (a meeting with the investor community) Regional Jet's senior management team announced that the company
was committed to managing for value.
To this end, Regional Jet has hired you and a team of consultants to help the company develop and implement the value-maximizing strategies for
its businesses.
For our case discussion today, please focus on the jet engine aircraft business:
How would you go about further analyzing this business?
What recommendations would you like to make to senior management?
Initial Handout for Interviewee (cont.)
Regional Jet Corporation

Profitability by Business (1999)
Revenues
COGS
SG&A
Delivery & Other
Taxes (40%)
Net Income
Capital Charge (10%)
Economic Profit
Jet Engine Aircraft

Business
Amount
% of
($mm)
Total
$730
100%
$(588)
(8l)%
$(84)
(l2)%
$(42)
(6)%
$(15)
(2)%
$1
0%
$(21)
(3)%
$(20)
(3)%
Note: Assume debt-to-total capital of 70%
Propeller Aircraft
Business
Amount
% of
($mm)
Total
$225
100%
$(86)
(38)%
$(l6)
(7)%
$(8)
(4)%
$(46)
(20)%
$69
31%
$(3)
(l)%
$66
30%
Interviewers Discussion Guide

Case Summary (for Interviewers only)
Regional Jet Corporation is losing money in one of its two business units: jet engine aircraft. However, the market for jet engine
aircraft is profitable. Although Regional Jet has a parity offering and operating position, it has a disadvantaged overall competitive
position, driven by a pricing disadvantage in serving its large lessor customer segment. Lessors, in purchasing large volumes of
aircraft, have been able to exert significant buying power over our client to achieve large price concessions.
Jet Engine Regional Aircraft Business
I. Market Economics
An "A " candidate should seek to understand market size, growth and profitability, as well as conduct an indirect structural
assessment of the industry, e.g., suppliers, customers. Information to be provided to student if asked, although some may require
prompting:
Market Size: In 1999, the U.S. jet engine, 100 seat or less aircraft market was ~$5 billion.
Competitors: There is no dominant competitor in the jet engine, 100 seat or less market. The market leader has 20% market share. There
are 4 other competitors with market share from 12% to 18%. Regional Jet Corporation has ~16% share.
Market Growth: The market has been growing ~5% (in units delivered) each year for the past 5 years and is expected to continue to grow
5% over the next decade. In 1999, a total of 625 jet engine regional aircraft were delivered to customers.
Market Profitability: Ask the student whether he/she thinks the market is profitable, and how he/she would go about assessing market
profitability. (Answer to be provided post discussion on structural forces below):
o
Supplier Power: The supplier base for regional aircraft parts is highly fragmented and Regional Jet uses approximately 50%
proprietary parts in its jet engine aircraft. Hence, supplier power is low.
Intensity of Direct Competition: Fairly concentrated market with only 6 jet engine regional aircraft manufacturers. Hence,
intensity of direct competition is low-to-moderate.
Customer Power: In 1999, there were 225 customers. Types of customers include airlines, aircraft lessors, local and national
governments, businesses and private individuals. Hence, customer power varies by segment.
Only if the student asks about customer power, share with him/her the following facts: Aircraft lessors (i.e., Regional Jet's
aircraft customers who lease jets to airlines, governments, businesses and individuals) make large purchases (often 20 or
more aircraft) during a buying cycle and hence exploit their negotiating leverage over manufacturers, such as Regional
Jet. Hence, aircraft lessors have high customer power. All other customers have low-to-moderate buying power,
depending on their credit worthiness.
Intensity of Indirect Competition: Larger commercial jets (100 seats or greater) with longer range manufactured by large
commercial aerospace and aircraft manufacturers can be used on regional routes. However, these larger aircraft are expensive for
customers to operate solely on a regional basis. Hence, intensity of indirect competition is low.
Barriers to Entry: Jet engine, regional aircraft manufacturing requires significant capital investment in production facilities and
equipment, as well as strong relationships with various labor unions. Hence, barriers to entry are high.
Based on the information provided thus far, ask the student if he/she thinks the market is profitable or unprofitable. The market is
profitable with the average competitor generating 4% economic profit margins over the past 5 years.
II. Competitive Position

An "A" candidate should seek to understand competitors and Regional Jet's offering, pricing and operating position..
Information to be provided to student if asked, although some may require prompting:
Offering position: Overall, the company's offering position is at parity.

o
Commonality: The company's jet engine aircraft has a cockpit that is similar to the industry standard and results in low switching
costs for new customers (pilots and flight crew do not need extensive re-training).
Performance: The company's aircraft offers a range of 500 miles, which is similar to the market average.
Maintenance and Asset Life: The majority of the fragmented jet engine aircraft maintenance companies have the capabilities and
parts to service Regional Jet's aircraft. For the aircraft customer, maintenance costs over the life of the asset is in line with regional
jets of the company's competitors. On average, the life of the aircraft is 20 years.
Pricing Position: Question for the student: Based on the discussion thus far, what does he/she think that the company's pricing position is
relative to competitors? Answer: Regional Jet is pricing below the market average, since it is gaining market share (unit volume is
growing at 10% vs. market growth of 5%) with a parity offering. Hence, Regional Jet is pricing for share, i.e., in 1999 it had a
disadvantaged pricing position.
Operating Position: Regional Jet's operating cost per aircraft is at parity with the industry. Every jet engine aircraft the company delivered
in 1999 cost approximately the same to produce. The student should recognize that achieving scale is critical to the spreading of fixed
costs, and hence, the lowering of per unit costs.
III. Regional Jets Customers
Customer Segments: Regional Jet serves 3 types of jet engine aircraft customers:
o
Customers who purchase only 1 aircraft in a buying cycle (approximately every 5 to 15 years, depending on the customer)
Customers who purchase 3 aircraft, and
Customers who purchase 20 aircraft
At this juncture, the student should inquire about customer segment profitability. Provide the student with the handout: "Jet Engine
Regional Aircraft Business - Profitability by Customer
Description of Segments:
Customers who buy only 1 aircraft during a buying cycle are comprised mostly of small aircraft customers with moderate-to-high
credit risk.
Customers who buy 3 aircraft are comprised mostly of medium aircraft customers with moderate credit risk.
Customers who buy 20 aircraft are comprised of creditworthy aircraft lessors.
Key Driver of Segment Profitability: If the student has not discussed it already, at this point in the case, he/she should recognize that the 3
aircraft lessors (i.e., Regional Jet's aircraft customers who lease jets to airlines, governments, businesses and individuals) in making large
purchases (often 20 or more aircraft) during a buying cycle exploit their negotiating leverage over Regional Jet. The data to support this
can be quickly calculated by the student by referencing the "Profitability by Customer Segment" handout: $408M/60 aircraft = $6.8M
average sales dollars per aircraft from aircraft lessors, compared to $8.4M to small aircraft customers and $8.0M from medium aircraft
customers. [Ask the student to compute average price by customer segment, if he/she has not done so without being prompted.] Of course,
the student should be able to conclude that the main driver of profitability between segments is solely price without doing any math, since
operating cost per aircraft produced and delivered is the same regardless of the intended customer.
IV. Overall Competitive Position

Question for the student: Does he/she think that the company's overall competitive position is advantaged, disadvantaged or at parity?
Answer: Regional Jet is competitively disadvantaged overall with negative profits (compared to a profitable market) driven by a disadvantaged
pricing position, particularly to the large lessor customer segment.
V. Alternative Generation
Key Question: What are some strategy alternatives that Regional Jet can pursue in order to improve its jet engine aircraft profitability?
Potential alternative #l: Aggressively pursue new small and medium, non-aircraft lessor customers and do not increase sales
to existing aircraft lessor customers.
o
Potential alternative #2: Aggressively pursue new small and medium, non-aircraft lessor customers and do not serve any aircraft lessors.
o
Ask the student what key questions he/she would seek to answer in the evaluation of this alternative. Key risk may include the
inability to achieve scale (currently at 100 units, with 60% of units purchased by aircraft lessors), and hence, profitability in any
customer segment.
Potential alternative #3: Regional Jet to increase its negotiating leverage vis-a-vis aircraft lessors by entering the aircraft leasing market.
o
Ask the student what key questions he/she would seek to answer in the evaluation of this alternative. Key risks may include a slow
road to profitability and unlikely to result in the doubling of the jet engine aircraft business' value. Ask the student to compute
how long it would take for Regional Jet to double the economic profit of the business given the company acquires new small and
medium, non aircraft lessor customers at the market growth rate of 5%.
Ask the student what key questions he/she would seek to answer in the evaluation of this alternative. [See discussion below]
Others?
Potential Alternative #3: Enter the Aircraft Leasing Market

Some facts to share with the student:
The jet engine, regional aircraft leasing market is large and growing
o
In 1999, the new aircraft leasing market represented almost 50% of all new aircraft delivered (with operating leases comprising
half) and is expected to grow 5% per year.
The aircraft leasing market is profitable with the average competitor generating ROEs of ~15% (cost of equity ~10%).
Three aircraft lessors (also Regional Jet's customers) dominate the market wish a combined share of 65%.
The key driver of profitability is cost of funds.
Regional Jet currently provides vendor- or manufacturer-financing on a very limited basis in the form of leases.
Regional Jet would be at parity in terms of cost of funds.
Regional Jet has marketing relationships with all aircraft end-users who are leasing their aircraft from the companys aircraft lessor
customers. Regional Jet works with these end-users to help them configure the plane during the front end of the sales process.
Additional Handout for Interviewee

Jet Engine Regional Aircraft Business Per Aircraft Economics and Profitability by Customer Segment (1999) Per Aircraft Economics (1999)
(thousands)
COGS
SG&A
Delivery & Other
Taxes
Capital Charge
Total Economic Cost
Per Aircraft Cost

$(5,880)
$(840)
$(420)
$(504)
$(214)
$(7,858)
Profitability by Customer Segment

(millions)
# of Customers
Revenues
COGS
SG&A
Delivery & Other
Taxes
Net Income
Capital Charge
Economic Profit
# of Aircraft
Delivered
Share by Segment
Customers
Who Buy 1
Aircraft
Customers
Who Buy 3
Aircraft
Customers
Who Buy 20
Aircraft
5
$42
$(29)
$(4)
$(2)
$(3)
$4
$(l)
$3
11
$280
$(206)
$(29)
$(15)
$(12)
$18
$(7)
$11
3
$408
$(353)
$(50)
$(25)
0
$(20)
$(13)
$(33)
35
60
2%
33%
50%
Practice Case 17 (British Times)

Case Background:
You're a new senior strategy associate and have just finished your orientation training. You are immediately assigned to our British Times team.
The British Times is an upscale, highly respected newspaper. It is the most widely read newspaper in Great Britain, especially its very strong
business and financial section. The paper is a cross between the Wall Street Journal and the New York Times, both in content as well as in
reputation.
The team has already had one meeting with the newspaper's online spin-off: BritishTimes.com. You are going to join the team for the second
meeting, which will be held with only the CEO of the BritishTimes.com. Currently, their web site is nothing more than an online version of the
newspaper, otherwise called brochureware.
The newspaper's and the web spin-offs single biggest asset is the highly respected brand name: British Times. The purpose of this second meeting
is for the consulting team to present its response to the CEO's current predicament: how to realize greater revenues from their current online
spin-off (BritishTimes.com).
Company Background:
Your team has provided you with the following information as background about BritishTimes.com:
BritishTimes.com conducted a viewer survey, receiving a high enough number of responses to be statistically significant, allowing them to
feel comfortable using the following information for planning purposes.
o
Their web site has a large number of hits, only 30% fewer unique visitors than the number 1 site in the UK.
Their hits are from viewers in the 75th percentile of customer income.
Their viewers are also highly educated: 60% have a university education and 30% of whom have graduate degrees.
BritishTimes.com is a spin-off from the newspaper.

o
However, the same parent corporation owns both.
The CEO of the dot-com does not report to the CEO of the newspaper.
The dot-com CEO has worked for the newspaper for a long time and knows its operations well.
The brand name is very strong in the UK, but not outside.
o
The newspaper's content is primarily focused on the UK, but it does have an international section.
The CEO wants the dot-com to use the newspaper's content and brand, but otherwise has no need to connect to the newspaper.
Your Challenge:
Create 3 or more ideas for the BritishTimes.com company to increase their revenue through their Internet strategy.
Possible Solution:
Candidate: In general, it's fair to say that the bulk of Internet revenues comes from three sources: advertising, subscriptions, and transactions. I
think that the key to helping the CEO is to tailor these initiatives to British Times.com core assets.
[Great way to start. The candidate did not try to use an ill-fitting framework such as 3Cs or 5 forces to approach this case. Instead he's showing a
good understanding of the Internet's major sources of revenues. He also acknowledges that further discussion of the company's core assets is
critical to formulating a robust solution.]
Interviewer: Good points. Can you give me more details on each of these sources of revenues?
Candidate: Well let's look at advertising first. We could suggest two avenues: banner ads and corporate sponsorship. Upscale or corporate banner
ads such as insurance companies, banks, or brokerage firms would make a lot of sense with our audience. They are highly educated and more
importantly, have the highest level of disposable income. In addition to banner ads, we should look into corporate sponsorship. We should take full
advantage of the fact that the strong business section can obtain corporate sponsorships; for example, banks or e-trade companies pay for their
section of the site.
[Well-structured answer. The candidate is using the case facts to support his answer.]
Interviewer: Good. They do some of that already but probably not as much as they could. You also mentioned other sources of revenues. Could
you explain your subscription model?
Candidate: We could imagine a three-tier approach. For example, in tier 1, readers could have access to today's news for free. For a small fee,
Tier 2 subscribers could research up to one-week-old articles in the archive. Finally, in the last tier, subscribers could have access to the entire
archive.
Interviewer: Coming from a traditional publishing company, they are fairly familiar with these two models. I would be interested in hearing more
about your third option.
Candidate: One way to "monetize" their attractive audience would be by offering targeted products and services. Some examples could be a
tollbooth model similar to Amazon Z shop concept or selling tabs on their site. This would clearly require a deep analysis of the competitive
landscape and of the company's capability (technical, people...) to start a completely new line of business.
These products or services would have to be:
High margin,
Upscale,
Highly profitable vertical businesses; for instance: golf store, tax advice, investment advice, upscale travel (cruises, etc.)
Interviewer: Golf equipment? This is interesting. How would you go about sizing the market for golf equipment in the UK?
[The interviewer decides to test the candidates ability to do some real time analysis, to articulate a methodology, and to make reasonable and
explicit assumptions in order to arrive at a ballpark estimate. Here the interviewer could have chosen to discuss more in detail how the candidate
would have thought about launching a completely new line of service.]
Candidate: To determine the golf store's (equipment only) first year total revenue, we would have to figure out the following:
The population of the UK
The percentage connected to the Internet in the UK
The number who browse this site
The number who browse the golf store
The number who buy from this site: the buy to browse ratio
The average amount spent per transaction
The number of times they buy per year
The commission received by BritishTimes.com
There are approximately 60 million people living in the UK. If we assume that a third of them are connected to the Internet, we have:
60M x 1/3 = 20M
[It's always a good idea to take numbers that are easy to manipulate. Do not hesitate to round up the number to help your calculations. The
examiner is not looking for an accurate answer.]
If we assume that 20% of the people connected will visit the British Times site, we now have:
20M x 20% = 4 million visitors
Not all of them will click on the golf site. Probably about 20% will do. We can now estimate the number of people browsing the golf site:
4M x 20% = 800,000 visitors
If we assume that only 10% of them will actually purchase on the site, we now have:
800,000 x 10% = 80,000 buyers.
Each buyer may spend on average $100 each time they visit and they may visit the site 2 times each year.
If we assume a 5% margin, we now have a rough idea of the golf equipment first year revenues:
80,000 x $100 x 2 x 5%= $800,000
Practice Case 18 (Children Clothes E-Retailer)

Part 1:
Case Situation:
It's a Friday afternoon. You've just accepted an offer to join our consulting company as a Senior Associate in the Business Strategy Competency.
You've just called in to confirm your start time on your first day and find out you have an excellent opportunity to be the lead business strategist
on a high profile project. We have partnered with a leading bricks-and-mortar children's apparel retailer to help them analyze, design, and build
their Internet strategy. There will be a kick-off meeting for the project with the client (including the client's CEO) on Monday morning. The
Principal/Engagement Leader on this project has asked you to lead a discussion about how the client should think about opportunities on the
Internet. Right now, the client only has a marketing and informational presence on the web (a.k.a. "brochureware"). The Principal/ Engagement
Leader wants the client to think about the range of opportunities and challenges the Internet presents and whether the client should invest
aggressively in pursuing any initiatives.
Company Background:
The client's web site and some associated articles found on the Internet have provided the following information.
The client is a publicly traded company with a $3B market cap. The share price has risen from $15 to $45 in the past 12 months.
The client has 300 stores, mostly east of the Mississippi, and all stores are within the U.S.
Revenues are approximately $250M, and the firm has average profitability for its industry.
The client has been on a rapid store expansion program adding about 25 new stores each quarter for the past two years. They claim to
expect similar growth going forward.
The market for this client is clothing for children 12 and under. Sales are roughly split between boys and girls.
The company is vertically integrated: It designs all its own products, has deep relationships with contract manufacturers in Asia, and
distributes all of its products through company owned stores.
The company sells a high quality product that is priced about 25-30% lower than its chief competitors.
The company has done only limited marketing. The brand remains relatively unknown.
Your Challenge:
Plan for the client meeting. Structure the problem at hand. What questions would you ask?
Then, work with your interviewer to explore and broaden those questions and brainstorm the client's hypothetical responses.
Possible Approach:
To present the best solution, the candidate must have a better understanding of the customers, the competitors and the client. Some of the
important questions to ask are:
Market and Competitive Landscape:
What are the main trends and dynamics going on in the client's industry?
What are their competitors doing?
Who are they?

o
What are the brick-and-mortar children's apparel retailers doing?
How are they using the Internet: Has there been a direct causal relationship to their revenues and/or expenses from their Internet
strategy and implementation?
What are the Internet pure play apparel retailers doing?
Who could some of the oblique or peripheral competitors be?
Would they be likely to enter the market?
Customers:
Who are the client's customers?
What is the value proposition to the client?
What are the trends in the customer base over time?
Client:
What are the client's goals?

o
To increase revenues? To reduce costs? To increase market capitalization?
How could different Internet initiatives accomplish each of these goals?
Are these the right goals for the client to have?
What are the client's organizational capabilities?
Are they capable of supporting an Internet initiative with the existing culture? Talent? IT infrastructure, legacy, processes?
Operational structure, processes, procedures, policies? Accounting processes?
[The goal of the interviewer is to assess the candidate's ability to analyze and develop questions for the client to answer. The interviewer will often
play the devil's advocate and challenge the hypothesis the candidate generates.]
Part 2:
Quantitative Analysis:
After spending part of the weekend preparing for your kick-off meeting and discussion facilitation, you check your voicemail from the airport
before hopping onto the shuttle on your way to the client's office for the meeting. The one new message is from your Principal/Engagement Leader
asking you to provide an estimate of the size of today's online component of domestic children's apparel sales and how large it might grow in the
next 5 years. As you step onto the plane, you realize that you'll have no access to the Internet or other research before the meeting starts. Instead,
you will need to create a "back-of-the-envelope" analysis on the plane.
Your Challenge:
Spend about 5 minutes creating an answer to these two questions:
1. What would you estimate the size of today's online component of domestic children's apparel sales today?
2. How large do you think it will grow in the next 5 years?
[The point of this scenario is to test the candidate's ability to do some real time analysis, to articulate a methodology, and to make reasonable and
explicit assumptions in order to arrive at a ballpark estimate.]
Possible Response
Assume the children's apparel category is dollars spent on clothes for kids ages 12 and under, as stated in the case facts.
There are approximately 275M people in the U.S., perhaps 15% are under 12.
275M x 15% = approximately 40M kids under the age of 12.
Assume the average parents spend $250 on each kid age 12 or under each year.
40M kids x $250 = $10B children's apparel industry for kids 12 and under.
Of the people who spend this $10B, assume 35% of them have Internet access and have the potential to shop online.
Therefore, the theoretical current maximum potential size of the market is $3.5B.
However, just because people use their online access to buy their kids' clothes doesn't mean they spent all $250 for each child online for their
apparel. In fact, only a small fraction of those dollars are spent online today, perhaps 5% (a.k.a. share of wallet).
5% x $3.5B = $175M (which is not too far off the actual estimate of $130M in 1999-Forrester Report)
In the next five years, let's assume the number of kids increases to 42M, average spending goes to $300 per kid age 12 and under, Internet access
rises to 55% and share of wallet rises to 20%.
The 5-year growth estimate would be:
42M kids x $300/kid x 55% x 20% = $1.4B (which is not too far off the Forrester estimate of $1.6B).
Practice Case 19 (Consumer Products)

Case Situation
It's Monday morning and as a new Principal/Engagement Leader, you've just gotten a call from a well known and respected French-based
Consumer Products company. The company has offices in the US and has been selling through traditional channels throughout its history. It
designs and manufactures plastic products like pens, pencils, disposable razors, etc. It's an old company that's been around for about 60 years and
wants to take advantage of the Internet, starting with the US sales.
Company Background
You talked at length with the President of the dot-com part of the company and this is what you learned:
This company now wants to sell directly to consumers through their Internet site.
Their current online business is nothing more than a small catalog and is not doing very well: sales and hits are less than expected.
It offers:
o
More convenience than their other channels. It is open 24x7 and has more product information.
But, limited selection: only high margin items.
The President's strategy is to add key functionality to the online business to increase the hit rate and improve revenue.
She reports directly to the CEO
She wants your consulting team to create:
A multi-ship-to-functionality,
A site-wide search functionality,
An ability to add checkout sales (e.g. impulse buy items similar to end caps in grocery stores next to the register).
She wants your consulting team to build this immediately.
Your Challenge:
This coming Thursday, you will meet with the President and her team.
Her expectation is that you will present a plan for your consulting team to build the functionality ASAP.
What will you do on Monday?
What will you prepare?
What questions will you ask the President?
What is your goal for that meeting?
Candidate Response:
There are many ways to answer this challenge, but the candidate should at least know not to accept the client at face value, realizing that the
functionality the President wants will not materially improve the hit rate or revenue, at least as far as the information provided indicates.
The candidate should want to create a conversation with the President and her team to present the plan for delivering the functionality (or state that
there is a plan), primarily to gather additional information to better understand the online company's business issues and goals. In other words, the
candidate should want to open the eyes of the President and her team through questioning. The candidate will want to offer the notion that the
additional functionality will not solve the pressing problem.
The candidate's questioning of the President should follow a logic path that includes asking about the value proposition of the line store; for
instance:
Who is the store trying to target?
What is the store's value to the customerits real offering (e.g. convenience, price, selection)?
Why is it a unique and attractive offering?
How will the online store deliver on the promise?

Practice Case 20 (The Video Store)

Question and Background Information:
Two business school classmates laud their entrepreneurship intentions and mock your interest in entering the management consulting industry.
They decide that despite trends that indicate otherwise, what is needed is a video rental store closer to the HBS campus. They try to convince you
to join, but in your infinite wisdom you instead join a prominent strategy consulting firm in Boston.
Their first two years meet unprecedented success. They buy matching Porches and a townhouse in Beacon Hill. Needless to say, each time you
meet up for social occasions, they share with you (mostly with tongue in cheek) their success and a "I told you so" attitude. You handle their jabs
well, as you feel you have had a terrific experience at your consulting firm.
The story, however, changes in about 12 months. Despite two and a half years of dramatic profit and revenue growth, profits have dramatically
fallen. They call you (with a fair amount of egg on their face) and say "we don't know what happened and our mortgage and car payments are
getting tougher to meet. Can you help us? We know that you help CEO's of large companies get to the bottom of their issues." With more than a
little satisfaction and justice in your voice you agree to help.
What do you think the problem is?
Suggested Questions:
This is an example of a case where the student must probe to get to the heart of the matter. The student needs to ask questions which first diagnose
the situation and then (and only then) talk about causes of the situation and then (and only then) talk about areas of improvement.
Here are questions that the student should ask to get to the analysis that will help them diagnose the problem:
Have costs increased?
Have revenues declined?
Have prices been changed?
Have new video stores opened in the area?
Are fewer customers coming to the store?
Are customers renting fewer videos?
Have other entertainment venues opened in the area?
Have their been economic changes in the area?
These key questions will get behind what is happening (competitive changes, pricing adjustments, macro factors, people not coming to the store,
or people just not renting as many videos, etc.)
Suggested "Excellent" Response:
This is an example of a case that is founded in 3C's type issues. The student has to diagnose the problem and find out what exactly is going on and
then find out what is causing it. This is how efficient analysis is performed:
If profits have declined then I assume that either revenues have declined or costs have increased, what is the case?
Revenues have decreased. Why would you think that cost is probably not the problem?
Video rental is a high fixed cost business - rent, videos, and labor are all fixed in the context of rental revenue. Thus, the business' profits will be
susceptible to changes in revenues (capacity utilization). Revenues are made up of the number of videos we rent in a year and the price we charge.
Has the management changed the price of the videos?
No. What does that tell you?
That means that either fewer customers are coming to the store or each customer on average is renting fewer videos. Which is it?
How would you figure that out?
The security system probably has a counter so that could tell us store traffic, and clearly the register receipts could give us number of videos rented
per day. We can look at that data last year versus this year and determine whether there is a traffic problem or share of wallet problem.
Excellent. If you found out it was a share of wallet problem, what would you think might be the problem?
Share of wallet problems are often driven by internal execution problems (bad selection, poor service, etc) whereas, traffic is often external (or
market) problems.
Again, excellent. The data shows that traffic has fallen. What now?
[Here the student should begin to think about hypothesis development. They have diagnosed the problem... i.e. fewer customers are coming into
the store.]
If traffic has fallen, it is either a macro factor or a competitive situation. My inclination is that video rentals are not that impacted by economic
factors, so it is probably a competitive situation. Has a new store opened in the area?
No.
Has a new movie theatre opened?
No.
Hmm... That is surprising. I was sure that this was a competitive situation and we have a fixed pool of rental community (or movie interested
community) and that once a new store opened regardless of how good it was, it took share from my clients store.
Let me ask you something and maybe this will help you along. What business is your client in?
They are in the video rental business or the entertainment business or leisure business... I see there could be other entertainment preference shifts
or options, etc.
That is good intuition, but have you fully defined your clients business? What does your client do? What purpose to they serve?
They rent movies for people to watch at home. They are in the home entertainment business and specifically in the home movie entertainment
business. That means that the competitive set is anybody who provides movies in the home. Not just video stores.
Excellent. What do you think is going on?
Here the student has now diagnosed the problem and can make a very good hypothesis that either delivery, cable, PPV, or new Movie on Demand
technology has infiltrated the market or is experiencing rapid growth, reducing the market size for video rentals at stores.
Summary Comments
There is no one right way to approach cases. Structure your case interviews to (1) perform structured analysis and fact gathering to properly
diagnose the problem; (2) share your logic and hypothesis whenever you can; (3) drive to an answer/assessment.
Practice Case 21 (The English Church)

Assume you are the new pastor of a rural English church in the late nineteenth century. Over the last three years, attendance has been declining.
Your boss has just come to town to tell you that she is considering shutting down the church. You have two weeks to diagnose the problem and
come us with possible solutions.
How would you think through what these problems might be and the possible solutions?
Suggested Sample Response:
There are many potential reasons why the churchgoers of the parish have stopped going to church. First, I will talk about the possibility of
competitive churches; secondly, I will talk about the possibility that people in the area have simply stopped going to church.
There is the possibility of competing churches. There are two reasons why competing churches could be taking our parishioners away: better
location, better religion, or better services. I remember from my history classes in college that some churches were located far away from pockets
of the population, and churchgoers often would establish churches closer to home. Also, sometimes people change what they believe or new ways
of thinking emerge. This could also be driving people to other churches.
I would also want to figure out if the nearby churches are preaching different religions. There is at least a chance that these churches are offering
parishioners a different kind of religious viewpoint that is more attractive than the religion we have been preaching. Their rules regarding
behavior, for instance, may be different from ours.
Lastly, I would want to understand the different services being offered at "competing" churches. There may be different value that these other
churches offer that we do not. For instance, these churches might provide childcare, adult education and job training, or singles dances. These
churches may offer more personal attention and guidance from the pastors.
I will also talk about the possibility that people who live in the area around the church simply may have stopped going to church. Off the top of my
head, I can think of two reasons why people may stop going to church: progress and inconvenience. As science and communication advance,
people may rely less on the church to explain the world and more on scientific findings and written forms of communication such as books and
newspapers. This could be happening in our parish. On the other hand, going to church may be becoming inconvenient or economically nonviable.
Maybe our parishioners feel that they need to stay at home to work in the fields in order to maintain subsistence. I would want to talk to these
parishioners to find out why they have stopped going to church
There are many ways I could test my hypotheses. I think the most important thing is to talk to the former parishioners to ask them why they have
left the church and what we would need to do to entice them back. After that, I would want to send someone (or myself) to the other churches in
the area during services to understand what is being preached at these churches. To help prove if the issue is location, I would draw a map of our
current and former parishioners and analyze how distance from the church affects attendance. To understand if there are other churches in the area
taking away our parishioners, I would also map these new churches on my newly created map.
Once I understand why people are leaving, I would devise a plan to bring the parishioners back. I would want to be focused on the needs of my
parish, by offering enhanced services, such as day care as well as flexibility, such as offering services at different times of the day. If distance is a
factor, I may want to consider having services at different locations at different times, making our church more accessible.
Summary Comments
This would be a very good answer. The candidate came up with a number of hypotheses, identified ways to test those hypotheses, and formulated
an action plan to address the issues. This answer shows thoughtfulness, creativity, and structured thinking. While there may be some issues that
this candidate did not identify, he/she does a good job structuring a comprehensive answer. For a 3Cs answer to be good, a candidate does not
have to address every single issue.
Practice Case 22 (HBS as a Business)

You are Dean Clark. A wealthy benefactor has come to you with the news that she will give HBS $100 million. The grant is contingent, however,
upon you using the money effectively. You have 1 week to propose to the benefactor where you would use the money before she will finalize the
transfer.
How would you, as Dean Clark, propose to use this money?
First, as Dean Clark, I need to think through what does spending the money effectively mean? This is a not-for-profit learning institution, but that
does not mean that it is not a business. For Dean Clark to be successful, he needs to understand what drives his business and where he can achieve
the biggest return for his investment.
There are currently 4 major "business units" that provide a revenue stream for HBS. These include:
MBA program
Executive Education program
Publishing
Grants and donations
While there are many budding initiatives, including distance learning, these are the four largest sources of revenue.
If you rank the relative profitability of these revenue streams, you would likely find that the least profitable of the four is-the MBA program.
Publishing is a very profitable business but it seems to have high reliance on the education business. Executive Education is very profitable, as the
fees charged to the executives are quite large when compared to the length of program. Grants and donations are virtually pure profit.
At first glance one might conclude that HBS should focus their resources and efforts on the highest return areas of securing grants, publishing and
expanding the Executive Education program. It would follow then, that the MBA program would fall as the lowest priority for resource allocation.
That would be an incorrect conjecture, however. Consider what draws people to the executive education program, for example. The brand cache of
HBS drives the attendance and enables the price premium. Similarly for publishing, the value of the HBS brand provides the credibility behind the
content and drives sales. So what drives the HBS brand? Clearly it is the MBA program.
Dean Clark must focus on maintaining the reputation of HBS as the premier MBA program to attract the best and brightest professors and
students. It is then the academic and professional work of these people that contributes to the integrity and value of the brand. Obviously the
professors publish, hence enabling that revenue stream. The MBA students graduate and achieve notable success, further driving the brand.
Finally, the alumni are responsible, to a large extent, for the grants and donations that HBS receives.
In the end, the MBA program effectively ties in every other revenue stream both directly and via the resulting brand cache. Clearly the $100
million is best spent on the MBA program.
Summary Comments
This is not a particularly difficult case but it does assess the candidate's ability to think through the school as a business and reason through to the
underlying driver of that business. A superb candidate will need little to no prompting to think through this case in its entirety.
Practice Case 23 (Fast Food Restaurant)

Six months out of HBS, a frustrated classmate calls you to complain that the fast food burger joint that he bought has been steadily losing money
for the last 3 months. He wants to know what you think he should do about it.
Where do you start?
Suggested Questions:
This is an example of a case where virtually no information is provided and the student needs to take a minute to figure out where to start probing.
In this type of case, the student is evaluated based on the number of factors questioned up front plus the ability to logically pare down that list to
get at the heart of the matter.
Here are some of the initial questions the student should ask:
Have revenues decreased?

Have costs increased?
Have prices increased?
Was the store making money 3 months ago? What has changed?
Is there new competition?
Has there been a major economic change in the area?
Was there a major event like someone getting sick? Health code violation? Crime?
These answers will help to frame the extent of the required analysis.
Suggested "Excellent" Response:

What do you mean by "losing money"? Have profits declined or is the business in the red?
Profits have declined.
Have revenues decreased? Costs increased? or both?
Revenues have decreased.
If revenues have decreased, there are either fewer paying customers or the customers are spending less when they visit. Which is the case?
While they could both play a role, in this case, there are actually fewer customers.
Fewer customers could be due to external factors like new competition, change in eating habits, local changes like a major business closing in the
area. There are also internal factors to consider such as poor food quality, higher prices, or a major event like someone getting sick or a health code
violation. Recognizing that there are likely many factors involved, is the issue primarily internal or external?
The issue is external and is driven by a new competitor that opened across the street.
This new competitor must be offering a better value to have made such an impact on the burger joint. What is their value proposition? Are they
offering a different type of food? Is it better quality? Is there a price disparity?
They serve chicken dinners and appear to offer a completely different experience. How would you get a deeper understanding of their value
proposition?
First, I would visit and learn everything that I can from what I see and experience first hand. How is the quality of the food? Are the prices
reasonable? Do they offer healthier options and more variety? How is the service? Cleanliness? How is the facility laid out? Do they have more
parking? Easier access? Once I get a first hand view of the competition, I would take a hard look at the burger business and the value proposition
they are offering. The same questions would apply.
Next, I would do some primary research including customer interviews at both locations. The focus of these interviews is to discern the differences
in perception between the two locations. 1 would pay some customers to go to each restaurant and rate the food and experience. I would also
determine how many of the customers are former burger customers but now are exclusively chicken customers, versus how many visit both, and
how many are completely new to the chicken place but would not visit the burger restaurant.
Armed with the data on what customers' value, I would then create a set of options to evaluate. There are likely a number of areas that need
improvement including new menu options, improved facility layout, better taste/quality. Which will drive most traffic back into the restaurant
fastest? Which give the largest return on investment? After analyzing the alternatives based on the chosen criteria, I would prioritize them and
develop an action plan to include timing and responsibilities.
[At this point, the case could go in several directions from leadership and project management issues, to brand marketing and promotion, to
financial decisions about whether to close the facility.]
Summary Comments:
This type of case can be very intimidating since it is broad and ill-defined. The interviewer may not provide much guidance or detail; increasing
the stress level. When faced with an interview of this type, the student should try to remain calm and methodical. Writing down the alternatives
and crossing them out as they are ruled out is a good way to show their thought process. Thinking aloud is encouraged. The student should take a
little time in the beginning to frame the issue so as not to develop a hasty hypothesis and head down the wrong path.
Practice Case 24 (Automobile Producer)

The director of marketing at an automobile manufacturer suggests changing the current design, where two separate keys operate the ignition and
the doors to a design where one key operates all lock mechanisms.
How do you think about whether this a good idea or not?
The goal of any business including automobiles is profit throughput that can be measured by the Net Present Value impact of the proposed change.
For the proposed change to have a positive impact on profit throughput, the change must be a net positive of change in cost structure or product
demand weighed against the investment needed to implement the change. An expanding of demand in this case must come from the product
meeting customer needs better than the direct competition or substitutes. Customer needs that this product may address are simplicity, security,
and cost of ownership (related to security). One should also consider if the improvement is defensible or would be easily copied.
For cost structure, the relative expense of using what is assumed to be the more complex locking mechanism of the ignition on the door and trunk
(assumed 5 locks that would be more complex) would have to be weighed against the reduced cost of developing or purchasing separate key and
lock mechanisms. As most automobile manufacturers are very large, it is assumed that the simpler locking mechanism needed for the doors could
be reused across many product lines or purchased from large parts suppliers who supply the industry as whole and the development cost of a
separate locking mechanism would be low. Therefore, the change in cost structure will be driven by the relative cost difference of buying 6
complex locking mechanisms vs. 5 simple locking mechanisms and l complex mechanism. It is assumed that a more complex locking mechanism
is needed for the ignition. Therefore, the hypothesis is that the net change of cost position is negative. It is also assumed that the market power of
buying more complex locking mechanism would not significantly impact the price charged by suppliers or cost basis if developed internally. This
hypothesis would be easy to check by looking at the relative cost position of the different locking mechanisms and the discount structure available
for mass purchasing the various locking mechanisms.
On the demand generation side, the product would have to create a net positive in demand across the customer needs of simplicity, security, and
cost of ownership. The fact that the marketing director suggested this change hints at the fact that customers may demand the increased simplicity
of only carrying one key. This does not seem intuitively true as the two keys are almost always carried on the same key ring so the relative
improvement to simplicity is probably minimal.
For security, there are two factors to consider, the theft of valuables in the car and the car itself. If more complex locking systems were to improve
the security to valuables, then the value of going with the more complex locking system on the doors of the car may be a positive. The assumption,
however, is this is not the case as door locks are typically compromised not by picking the lock but by compromising the areas around the lock
(i.e. Slim Jim). Also, security systems, which are becoming more common on cars, mute the affect of a more complex locking mechanism, as the
key lock mechanism becomes the non-primary mode of defense. I do not see how moving to one key would impact the chance of theft of the entire
car, as in either case the same locking mechanism would have to be beaten. This also means the cost of ownership, which could have increased if
the change of car theft increased due to insurance premiums, would exhibit no affect.
The customer reaction to a single key mechanism could be tested through surveying or product pilots where a sample set of customers are given
actual cars with one key and asked to gauge their reaction. Or larger regional pilots could be run and the change in demand affect measured.
The investment required to implement the change of eliminating a separate key and lock for the doors and ignition is assumed to be minimal as
key locking mechanisms are fairly standardized and the ignition key lock, which is probably more complex, could be transferred to the doors and
trunk with minimal amount of rework of the parts assembly infrastructure for building the auto. The primary investment cost would then be the
cost of piloting or surveying for the increase in customer demand by implementing the change. Surveying and piloting costs can be significant, but
it is assumed a cheaper survey would suffice in this case to gauge demand so investment costs would be minimal.
Three final possible points to consider on demand generation. One, an increase in demand is necessary but not sufficient to improve profit
throughput, as the company also needs to be able to meet the new demand generated. As auto manufactures almost always have an excess of
capacity, this is not an issue. Two, even if this change was beneficial it could be easily copied by competitors and it is assumed that the change
would not provide any lasting brand advantage in the customers mind or raise the demand of the sector as a whole. Therefore, in the long run, the
cost reduction benefits would override the decision to go forward and we have already argued the affect would be negative. A final factor that
should be considered is the assumption that the majority of cars sold in the US in the past have included two keys and the two keys have most
likely generated a lot of unanticipated use that may be hard to anticipate that might cause customers to reject the change. So, from a customer
perspective, I would want to see the demand for this from customers to be strong and the benefits large before implementing a change.
Because it does not appear the proposed change would positively impact cost position or increase demand significantly, the recommendation is
against the proposed change. I recommend even against investing to gauge customer demand as the long run benefit would be in cost position and
the assumption here is that the affect is negative.
Summary Comments
This candidate starts with a framework and works through to a hypothesis and how the answer might be tested. All the customer factors or cost
impact that could be considered are obviously not included, the interviewer should look for a structured presentation that arrives at a hypothesis
with ideas how to test and a proposed answer.

HBS Case Interview Guide PDF

Uploaded by

Copyright:

Available Formats

HBS Case Interview Guide PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HBS Case Interview Guide PDF

Uploaded by

Copyright:

Available Formats

Harvard Business School

Management Consulting Club

Case Interview Guide

Harvard Business School

Cases contributed by Management Consulting Club and consulting companies.

PRACTICE CASE 13 (FORMULA PRODUCER)........................................................................................................................................... 61

Introduction: Overview of the Case

HBS Case Interview Guide, Page 1

HBS Case Interview Guide, Page 2

Overview of Case Frameworks

HBS Case Interview Guide, Page 3

Porters Five Forces

The goal is to assess whether a company should enter/exit the industry or

HBS Case Interview Guide, Page 4

Porters Five Forces

Relationship with Buyers:

Relationship with Suppliers:

HBS Case Interview Guide, Page 5

Marketing/Strategy Concepts Review Overview

Break-Even Market Share

HBS Case Interview Guide, Page 6

Marketing/Strategy Concepts Review The 4 Cs

HBS Case Interview Guide, Page 7

Marketing/Strategy Concepts Review The 4 Cs

Define the Market

The Decision Making Unit

Who uses the product?

The Decision Making Process

HBS Case Interview Guide, Page 8

Nature of the Product

What is the nature of the

Marketing / Strategy Concepts Review The 4 Cs

HBS Case Interview Guide, Page 9

Marketing / Strategy Concepts Review The 4 Cs

Examples of some KSFs:

HBS Case Interview Guide, Page 10

Marketing / Strategy Concepts Review The 4 Cs

THE VALUE CHAIN

(i.e., relationship with

(labor & capital

HBS Case Interview Guide, Page 11

(free repair hotline;

Marketing / Strategy Concepts Review The 4 Cs

HBS Case Interview Guide, Page 12

Marketing / Strategy Concepts Review The 4 Cs

framework and whether they support or hinder your recommendations.

The competencies that are held

Actions that the company

The structure in which rules and responsibilities are

The companys approach to

HBS Case Interview Guide, Page 13

The formal and informal processes and procedures

Marketing/Strategy Concepts Review The 4 Cs

and complex beast that must be approached

effective during the interview, focus your

HBS Case Interview Guide, Page 14

Marketing/Strategy Concepts Review The 4 Cs

factors are at play and which ones need not be mentioned.

HBS Case Interview Guide, Page 15