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BtE Case Competition Toolbox
About the Toolbox The Beat the Elite Toolbox is a collection of useful guidelines and frameworks that will assist your case solving process. Although its primary objective is to be used for Beat the Elite, you may also find it useful for other case solving exercises, such as in classes or in job interviews. Much of the content in the Toolbox is meant to serve as a foundation for non-experienced case solvers. Thus, the Toolbox does not contain a certain right way to solve a case. It does however contain a lot of useful tips and tricks. It is not intended to be a winning formula, but by reading through this collection of frameworks and guidelines the team might be one step closer to be able to Beat the Elite. Enjoy.
Disclaimer This Toolbox is a collection of useful tips, tools, advices and frameworks that have proven useful for several different case solvers and winners in the past. The Beat the Elite Toolbox is developed by past case team members and winners and therefore all material rights belongs to CBS Case Competition. Beat the Elite Toolbox by CBS Case Competition is licensed under a: Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. For further information, please visit: www.casecompetition.com/bte
2 2015
BtE Case Competition Toolbox
Introduction • Problem solving:
This section describes how to structure the problem solving part of your solution.
• Presentation: This section describes how to set up your presentation and ensure the output looks nice, neat and professional.
• Practicalities: This section describes some of the practical things that can be done before the case launch, as well as some insiders tips from previous participants.
• Industry overview: This section highlights the key traits for a wide range of industries. It is intended to enlighten people with limited knowledge of business on what areas to focus on during the case solving.
• Additional reading: External sources and readings.
Content • Problem solving pp. 4-8 • Presentation pp. 9-24 • Practicalities pp. 25-27 • Industry overview pp. 28-36 • Additional reading pp. 37
3 2015
Problem Solving
Introduction Structuring of the problem solving process is very important. The teams are only given 24 hours to solve a complex problem and hence a systematic approach will help prioritize and structure the task at hand. This section is about exactly how to do that. Hypothesis-driven problem solving: This section describes one of the most time efficient ways to approach a problem. MECE approach: The MECE approach is widely used within the management consulting industry and for a good reason; This framework ensures that the whole problem solution space is tested. Issue tree: Issue trees are often combined with the MECE approach in order to prioritize and break down the problem. Sanity check: This section describes the importance of doing a sanity check.
Content • Hypothesis-driven problem solving • MECE approach • Issue tree • Sanity check
4 2015
Hypothesis-driven problem solving
Description Hypothesis-driven problem solving is, as the name states, all about forming a hypothesis and then testing whether one is right or wrong concerning the initial hypothesis. As an example look at the figure on the right. This example describes the hypothesis that changing the quality of the product will lead to an increase in the price and thus the profitability of the product sold. First the initial hypothesis is stated, this is then followed by an analysis which can lead to either confirming or refuting the initial hypothesis. After this, a series of new hypothesis can then be formed, here are two examples: Do not look for profit by changing quality since the analysis shows that neither in- or decreasing quality will change profitability. Or check if reduction of quality instead will lead to increased profitability.
Looking at price sensitivity, consumer demand, capital investments needed and uptake rates.
After analysis we refute the hypothesis. Increasing quality will not increase profit pr. item.
Increasing quality of the product by 5-10% will lead to a 2% increase in profit pr. item.
Hypothesis
Refute hypothesis
Confirm hypothesis
Analysis conclusion
Data
Analysis
or
No additional profit can be found by changing quality.
Reducing quality by 20% will lead to 5% increase in volume and 10% increase in price pr. item.
New hypothesis /
final conclusion
New hypothesis /
final conclusion
Stating initial hypothesis
Confirm or refute Research, analysis and conclusion
Formation of next step
hypothesis
5
or
2015
Total possible solution space
MECE
Description MECE stands for Mutually Exclusive and Collectively Exhaustive and is a tool commonly used within the management consulting industry. The framework makes it easier to break complex problems down into smaller, more simple problems. If the ”breakdown” is MECE the team ensures that all the sub-issues collectively exhaust the total solution space (no grey area is left uncovered) and that the sub-issues are mutually exclusive (no sub-issues are overlapping) as seen on the right. By structuring a problem this way the team ensures that they do not miss any possible solution options. It will also be possible to distribute the work among the team members without duplication of any work, thus the limited time will be used more efficiently.
Total possible solution space
Sub-issue #1
Sub-issue #2
Sub-issue #4
Sub-issue #3
A non-MECE issue tree
Sub-issue #1
Sub-issue #2
Sub-issue #4
Sub-issue #3
A MECE issue tree
6 2015
Form solution hypothesis
Overall problem
MECE
Profit
Cost
Revenue
Volume
Price / item
Variable costs
Fixed cost
Brand percep;on
Quality
New markets
New segments
Export to China?
Exis;ng customers
Increase customer base
Other
Export to Brazil?
Update exis;ng products Expand product porIolio
A MECE issue tree
Description The issue tree deconstructs an issue into its sub-issues and the sub-issues into its sub-issues and so forth. A complete issue tree makes identification of possible solutions easier and guides the problem solving process. In this example an issue tree is constructed around a profit problem in a company, so in order to know how to fix the profit problem, a MECE issue tree can be constructed. The overall issue is profit. On the next level, profit is deconstructed into revenue and cost. Please note that revenue and cost are the only drivers of profit and they are not overlapping - henceforth the issue tree is MECE at this level. Looking at revenue this is deconstructed into ”price / item” and ”volume,” again this is two MECE elements of revenue. This issue tree is MECE but all branches are not fully developed. Note: No issue tree is the only right way to structure a problem but many are wrong, which is why making it MECE must be top priority.
7 2015
Sanity check
8
Description Early on in the process it is important to do a sanity check of your solution. As seen in the figure, the sanity check is supposed to make sure that the proposed solution is both creative, has sound analysis to back it up, is feasible and has impact. If all these four elements are in place the team could have a winning solution. The sanity check is also a good opportunity for the team to stop working, take a step back and ask the question: ”Is this solution something that the company might actually consider?” Again, there is not one way to get it right, but many ways to get it wrong. An example of a creative, but non-feasible solution, could be to open a store on Mars. An example of a solution that have all elements but creativity, could be to optimize all current operations by 2%. Neither solution are winning solutions due to their complete lack of one of the four elements. So make sure that at least these four are somewhat present.
Feasibility
Impact
Creativity
Analysis Winning solution
2015
Presentation
Description This section entails everything you need in order to convey your solution in a compelling and convincing way. There are two major parts of a good storyline: 1. Structure of content – telling the right things. 2. Structure of argumentation – telling it the right
way. If you have these two elements you have a good storyline. This section first describes and exemplifies a logical way to structure the content of your presentation. That is which analysis and finding to present in which order. Then, this section describes the two most used argumentation structures, the inductive and the deductive which is then exemplified. Lastly, in the final part of this section everything is put together in an example of a good case solution storyline.
Content • Storyline pp. 10-15
– Structure of content – Structure of argumentation – Inductive vs. Deductive
reasoning – Putting it all together
• The executive slide p. 16 • PowerPoint do’s
and don’ts pp. 17-24
9 2015
How to structure your content in a logical way
Setting the stage
Identify problem
Solution
• Arg. 1 • Arg. 2 • …
Impact
Description An often used structure of the content in the presentation is based upon what the reader expects to come next. On the right is an example of how to structure the different parts of your solution. This flow ensures that the structure of the solution is easy to follow for the reader/listener. These four parts are based upon what you are telling the reader, as seen on the right. First the overall situation of the company is presented. Then, the implication (problem) of that situation is identified. In the third part of the story, the solution to the problem is presented. In the solution part it is also vital to present the arguments as to why the team has settled on that particular solution. Lastly, the impact of the solution should be presented.
10
Logic of structure - we are telling you…
1: Where are we now?
2: Why is this a problem and what is the problem?
3: What is our solution to the problem?
4: What is the impact of our solution?
The four major elements
2015
How to structure a strong logical argument throughout your presentation
Inductive method: 1. Tell your recommendation/solution up front
in the presentation.
2. Then, in the following section tell why you recommend what you do.
Deductive method: 1. First, show all your analysis and
conclusions.
2. Then, in the end serve your final recommendation for the company based on the results of your analysis.
Note: While the deductive method can be really powerful if used correctly, it is recommended that the team uses the inductive storylining. If using the deductive reasoning, the team must be absolutely sure that the reader will agree on the results and the logic of the argumentation or else the complete argument for the solution could fall apart. The inductive also has the advantage that it follows the logic of: First tell them what your going to tell them, tell them and then tell them what you told them.
Description Having secured that the structure of the content in the presentation is good, the team must also make sure that the storyline follows a strong logical argument. That is, how to structure the four elements. This means that it should be easy for the reader to follow the logical flow of why the next slide looks like it does. E.g. setting the stage: ”the companies revenue is stalling due to maturity in market” à the next slide identifies the problem of the situation. Broadly speaking there are two possibilities for how to build the logical argumentation of a good storyline. A good story in a solution almost always follows either the inductive or the deductive method.
Solution
Argument
Argument
Solution
Flow of argum
ent Flow
of argument
11 2015
Example of the inductive storyline
• The company should expand their business to China… • …By first targeting the coastal region… • …And pack items in smaller packages… • …Resulting in a net turnover growth of USD 1bn in 2015
• Reasons for going to China 1. Because the market potential is huge 2. The growth is strong 3. Current markets are mature 4. There are certain risks but they are limited 5. We will be able to boost revenue by USD
1bn by moving into China 6. Which is more than other considered
possibilities
• Why to target the coastal region 1. Large share of population 2. Fastest growing region 3. Highest share of net wealth people
• Reasons to consider product modifications 1. Cultural differences make Chinese
consumers seek different value propositions
2. Small is beautiful in China 3. Current consumer trends support ”smaller”
• Financial analysis of revenue growth by 2015
• Wrap up
We recommend that…
…because… (supportive analysis and conclusions)
Note: This box is basically what to tell on the executive slide
12 2015
Example of the deductive storyline
• The company should expand their business to China… • …By first targeting the coastal region… • …While considering product modifications… • …Resulting in a net turnover growth of USD 1bn in 2015
1. The market potentials 2. The growth rates 3. Current markets potential 4. Risks involved 5. Revenue possibilities in different markets
Ø China comes up as the most lucrative market
1. Distribution of population and their net wealth 2. Growth across Chinese regions
Ø The coastal area is where the Chinese expansion should start
1. Cultural differences – Value propositions needed – Spending patterns – Consumer trends
Ø Packaging in smaller bundles is needed
Ø Financial analysis of revenue growth by 2015
Ø Wrap up
…leads us to recommend that…
Looking at… (analysis and conclusions)
Note: Again, this box is similar to the content of the executive slide.
13 2015
Another example of the inductive storyline
14
Description One can see how this structure is closely linked to the MECE framework. In fact a good logical structure will almost always follow from a correctly constructed MECE tree. In the figure on the right it is shown how one argument builds upon the underlying arguments. • First the solution and its
impact is told. • Then on level 2 the
possible markets are presented.
• On level 3 the different analysis are presented. The Chinese outperformed taking market size, risk analysis, impact and ease of implementation into account.
• Finally, on level 4 the roll out plan is justified.
Expand to China realizing a USD 1bn
revenue growth
Chinese market
Market size & growth Risk analysis Roll out plan
Region feasibility
Product portfolio & channels
Consumer behavior
Financial impact
Current markets
Market size & growth
Other markets
Market size & growth
Risk analysis
Which new market should the company expand to?
2015
Putting it all together: Telling a story during the progression of the presentation
Key focus areas: • Logic of progression through the presentation should be easy to follow • By reading only the headers, the reader should be able to understand the case solution. See the example below
Executive slide We recommend the company to expand their business to China and gain USD 1bn in
revenue because home markets are under pressure.
Home market is weak… • We see weak growth • Increased competition • Weak spending due to
financial crisis
…So other revenue sources are needed…
1. Brazil 2. Russia 3. India 4. China Ø China is the best option
…China is the most promising market…
• High growth • Large market • Weak customer loyalty • Resistance towards
western brands
…They can be won by adapting product…
• Given consumer behaviour, best way to enter is: 1. Enter 2. Adapt 3. Expand
…And will make further expansion possible.
• Start in major cities • Expand to coastal region • 500 stores by 2015
So while still taking risks into account…
• Risk 1 • Risk 2 • Risk 3 Ø How to mitigate risks
…Although Chinese customers are different… • Resistance towards
western brands due to 1. Reason 1 2. Reason 2
…Our solution will grow topline by USD 1bn
Wrap up Tell them what you told
them. USD 1 bn
2020
Note: This presentation is not a solution for how you need to structure (or design) your presentation, but only meant as an illustrative example.
15 2015
The executive slide
[Setting the stage] What is the current situation for the firm? [Identify the problems(s) or opportunity] [Propose solution] • Argument 1 • Argument 2 • … [Discuss impact/implications] Financial and strategic impact
Executive slide
Setting the stage
Executive slide
Identify problem
Solution
• Arg. 1 • Arg. 2 • …
Impact
Description It is recommended to put an executive slide in the beginning of your presentation, since this supports the inductive reasoning. The executive slide should… – Make the reader able to understand your solution and why you have reached your conclusions – Be the introductory slide for the presentation presented to the judges, should the team reach the finals – Tell the same story as all the headlines of the presentation
Example A Example B
16 2015
PowerPoint do’s & don’ts
17
Introduction This following sub-section is a collection of do’s and don’ts regarding the visual setup of your slides. Since you only have 10 slides, it is vital that nothing is lost in translation, meaning do not succumb to the usual PowerPoint mistakes. The following examples are not an exhaustive list of all powerpoint mistakes but a collection of some of the most common mistakes that can easily be avoided. By making sure that your slides look more like the ”do”-examples and less like the ”don’t”-examples you increase the possibility for the reader to understand the slides as it was intentionally meant to be understood. On the right you will find a list of the following slides.
Overview
• Notation on graphs pp. 18 • Key takeaway in header pp. 19 • One message pr. slide pp. 20 • Less is more in graphs pp. 21 • Less is more in effects pp. 22 • Supporting the message pp. 23 • Illustrate instead of excessive
use of bullets pp. 24
2015
Remember notations on your graphs
Do Don’t
52,6 41 -‐20 2 -‐2 -‐10
-‐100
0
100
200
300
400
500
600
2007 2008 2009 2010 2011 2012
52,6 41 -‐20 2 -‐2 -‐10
-‐100
0
100
200
300
400
500
600
2007 2008 2009 2010 2011 2012
M DKK
År
Revenue EBITDA
Note: Only include data labels if they are needed to prove your point. Also remember to include your source in the bottom of the slide. This adds credibility to your presentation.
Source: Annual report 2012
18 2015
Make sure to put the key takeaway from your slides in the header
Do Don’t Recent financial development
526
410
123
270
180 170
52,6 41 -‐20 2 -‐2 -‐10
-‐100
0
100
200
300
400
500
600
2007 2008 2009 2010 2011 2012
M DKK
År
Revenue EBITDA
Case Company has faced stagnating revenue growth and swindling margins since financial crisis in 2009
-‐100
0
100
200
300
400
500
600
2007 2008 2009 2010 2011 2012
M DKK
År
Revenue EBITDA
19 2015
Tell only one key message per slide
Do Don’t CaseCompany has not recovered from financial crisis and current plan will not meet 2018 turnover target
Note: Due to the limitation of 10 slides per solution, it may prove necessary to cram more information into every slide, but it is strongly recommended to only deliver one key message per slide.
CaseCompany has important revenue drivers, but it has resulted in poor post-crisis growth and cost savings initiatives from previous strategy plan will not be able to satisfy shareholder expectations of USD 1 bn in turnover by 2018
Revenue
• Driver1 • Driver2
Cost • Driver 1 • Driver 2 • Driver 3
Profit
Cost saving ini;a;ves from ”2018-‐Plan” • Reduce overhead by 10% • Divest subsidiary1 • Procurement Savings Plan
• Tager: 50M DKK • Outsource of produc;on to India
Recent performance Turnover forecast
2015 Target
20 2015
Less is more when it comes to data presentation
Do Don’t
Note: Design your graph so the reader quickly and easily can read it.
Revenue split into carrier type and region
21 2015
Less is more when it comes to colours and effects
Do Don’t
Note: …and it looks unprofessional.
22 2015
Make sure only things that back up the message of the slide is included
Do Don’t
Note: Images should only be included if they help to make a point clearer. Here this is hardly the case, even on the left-hand slide the value added from the images is limited.
23
Design for social change requires three key initiatives
Structure new business models to diversify withholding and manage assets
Gravitate to situation-oriented business models
Find new eco-friendly consumer-oriented byproducts
2015
A ”figure” is worth a thousand bullets
Do Don’t
Note: Excessive use of bullets dilutes their purpose. A bullet point is a short concise point – don’t put 20 short concise points on one slide. Not only is it tedious to read, it also hides the message of the slide.
24 2015
Practicalities
Description This section describes some of the most important practicalities that lies outside the actual problem solving process and case solution. That being said, the practicalities included and described in this section has a high probability of making the 24 hours of case solving easier. If ignored, there is a high probability of making the case solving hours more difficult. Time management: Due to the time pressure, a good plan will ensure that the team makes the most of the available time. Quotes from the insiders: This section includes some insiders’ tips for what things the teams should strive to have under control before the actual case launch.
Content: • Time management pp. 26 • Quotes from the
insiders pp. 27
25 2015
Develop solu;on
19:00
Ini;al data research Retest hypethesis Brain storm
Struc-‐turing
10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00
2hr checkup. Are we aligned?
Develop inital hypothesis
Draw up a time plan before the case launch
Develop solu;on
Buffer/rehearse
20:00 21:00 22:00 23:00 24:00 01:00 02:00 08:00 09:00
2hr checkup 2hr checkup Gather slides Final version
Sleep
The time plan does not have to be as specific as this one, but a rough time plan will certainly prove helpful as it will help the team not spend too much time on unnecessary tasks. E.g. analysis of markets irrelevant for the case solution, spending too much time on data search etc. Also the team should note that the time plan will almost certainly not be held, as unavoidable events will happen during the case solving. However, making a time plan will keep reminding the team that time is precious and spending it unwisely is not recommended. Lastly, this time plan is not the golden rule as to how to allocate the 24 hours but only an example. The golden rule that does persist is, the more specific the time plan, the more it will help throughout the process.
Description Example
26 2015
Quotes from the insiders
My five cents on practicalities would definitely be to assign team roles and know each others relative strengths and weaknesses. Having the discussion before the launch as well as a time manager saved us time.
Remember to buy snacks, snacks, snacks & more snacks.
Set up the master slide before the case launches. We wasted at least 3 hrs. setting up and agreeing on the layout.
Practice makes perfect. It was so evident that the more training cases we did, the better we got.
Know your data sources. Having the best data available is a competitive advantage.
“ “ “ “
“
“ “
“
“ “ 27
It is very wise to save some time in the end for iteration, going through every slide asking the questions: What do we want to tell with this slide and will the reader understand it.
“ “
2015
Industry Overview
Description This section describes some of the typical industries that cases revolve around. The given industry description serves as a guideline of the key aspects to consider within a particular industry. Please note that the industry list is not exhaustive, and there may therefore be additional industries that you may need to do research on yourself. Also, please note that the industry snap shots are not a recipe for success, but rather a guideline and help for those who have limited knowledge about the industry (for instance non-business students). Each industry snapshot entails a short description of key trends, competitive landscape, customers, channels, and profit summary.
Content: • Transportation p. 29 • Consumer Packaged
Goods (CPG) p. 30 • Finance p. 31 • Manufacturing p. 32 • Media p. 33 • Pharmaceuticals p. 34 • Entertainment p. 35 • Technology p. 36
28 2015
• Transportation companies provide transport services for passengers and/or for freight, and can be done either via rail, road, air, or water
Transportation
Description
29 2015
• Increase of cost competition as more transportation service types become more freely available
• Can be seasonal for certain types of transportation services
• Private individuals • Corporations/small businesses • Travel web sites/resellers
• Fare revenues; administrative & handling fees; add-on service sales
• Variable costs: fuel; food and beverage; staff/hourly employees • Fixed costs: fleet leases; gate/port leases; IT/admin costs; salaried employees
Key trends
Customers
Revenue drivers
Cost drivers
• CPG companies provide consumers with a range of household products and the like, such as soaps, pet supplies, snack foods etc
Consumer Packaged Goods (CPG)
Description
30 2015
• Consumer lifestyle, e.g. aging population, social networks, online ads, go green, etc • Product mix and brand management are critical to CPG companies
• Private customers • Business customers
• Volume of goods sold; price premium on branded goods; new product introductions
• Branding; sales; marketing; COGS (commodity costs – raw & packaging material)
Key trends
Customers
Revenue drivers
Cost drivers
• Broad range of financial products (deposit services, credit cards, loans, etc.) are sold by banks whose main function is to collect money from those who have savings and loan money to those who need it
Finance (Consumer Banking)
Description
31 2015
• Financial crisis threatened solvency of industry due to illiquid and un-valuable assets • Consolidated, mature industry with growth through acquisitions • Demographic shift creating a large market for retirement products
• Individual consumers, especially high net worth consumers • Small/medium businesses without sufficient size for larger investment banking financing
services
• Difference between the bank’s borrowing cost and the interest rates charged to borrowers; administrative fees for services
• Administration; salaries; writing off bad debt, bank branch offices
Key trends
Customers
Revenue drivers
Cost drivers
• This sector includes companies that are in the business of mechanical, physical, or chemical transformation of materials/substances/components into new products
• Subsectors of manufacturing include: textile, paper, chemical, computer/electronics, transportation equipment, machinery
Manufacturing
Description
32 2015
• Manufacturing is highly cyclical in most sectors • Higher cost structure (labor in many cases) leads companies to outsource manufacturing
to lower-cost regions of the world
• End-consumer; OEM (original equipment manufacturer); B2B (Business-to-business)
• Diversity of customers; volume; emerging markets; adjacent industries; new technologies/products
• Potential outsourcing quality costs; supply chain management (inventory turns); labor; raw material; channel management; marketing; capital investment in equipment
Key trends
Customers
Revenue drivers
Cost drivers
• The media sector includes print, audio, and video content generation • Primarily an advertising-supported industry, the traditional media space faces
unprecedented challenges as online media continues to disrupt traditional business models Media
Description
33 2015
• The rapidly advancing speed of the internet and wireless devices change the consumption pattern of media
• The proliferation of “free” content has harmed content generators but created opportunities for new channels.
• Individual end-consumers • Business users • Advertisers
• Advertising; subscriptions; individual sales
• Variable costs: salaries; technological equipment • Fixed costs: Studios/press offices; overhead; marketing; advertising
Key trends
Customers
Revenue drivers
Cost drivers
• Pharmaceutical companies produce original patent-protected (for a certain period of time) drugs for human and animal diseases
• Generic drug producers produce ‘copy-cat’ drugs (with the same medical result) at a lower development cost when the originator drug’s patent expires
Pharmaceuticals
Description
34 2015
• Price competition from generic drug manufacturers • Increasing pressure from health insurance companies and hospital chains to reduce prices • R&D challenge of finding high revenue drugs
• Doctors who prescribe these medicines • Insurance companies that pay for them • Patients/consumers who need these drugs/medicines
• Patent premium; buy-in from doctors that will prescribe; speed to market; niche products • Variable costs: sales; marketing; raw material, salaries • Fixed costs: R&D; equipment; machines
Key trends
Customers
Revenue drivers
Cost drivers
• The entertainment industry provides different services and products for customers' leisure time
Entertainment
Description
35 2015
• Increasing competition from stay-at-home or other free alternatives of entertainment compared to traditional entertainment types
• Individual customers • Business arrangements
• Service/product/ticket sales, subscriptions, gadgets sales; add-on sales • Variable costs: raw materials; salaries • Fixed costs: equipment, venue areas; advertising
Key trends
Customers
Revenue drivers
Cost drivers
• The technology industry broadly consists of the systems (PCs, servers), semiconductors, communications equipment software, internet, and IT services subsectors Technology
Description
36 2015
• Increasing M&A activity: aggregation offering customers a one stop shop proposition • Co-opetition: Leading vendors co-exist as competitors and collaborators • Cloud Computing: Offering IT as outsourced utility has implications across subsectors • Individual customers • Enterprise, SMB (small/medium businesses) • Retail channel customers • Subscriptions; licenses; maintenance; renewals, revenue per click • Variable costs: salaries, advertising • Fixed costs: R&D; equipment: gross margins, R&D
Key trends
Customers
Revenue drivers
Cost drivers
Additional reading
Online Here we have listed external sources and additional readings that are also useful for the case solving team. • Choosing the right kind of chart:
http://extremepresentation.typepad.com/files/choosing-a-good-chart-09.pdf
• Previous cases:
http://www.casecompetition.com/case_solving/previous_cases
• www.caseinterview.com • www.bcgperspectives.com
• Data sources: http://www.eiu.com/ http://research.thomsonib.com/
Offline • How to structure your argument:
Barbera Minto – The pyramid principle
• Presentation design advice: Gary Reynolds – Presentation Zen Nancy Duarte - Slideology
37 2015
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