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Case Studies Workshop
Rohit Sood
Senior Consultant
Managed Markets Practice
Campbell Alliance Group
Case Studies Workshop
Rohit Sood
Senior Consultant
Managed Markets Practice
Campbell Alliance Group
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Agenda
Introduction to consulting
The case interview
Success in case interviews
Frameworks
Break
Case exercises
Q&A
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Introduction to ConsultingThe Consulting Pyramid
Corporate Strategists
Specialists
Niche Players
Emphasis on corporate level strategyEmphasis on corporate level strategy
Interaction with C-level managersInteraction with C-level managers
Recommendations have long term implicationsRecommendations have long term implications
McKinsey & Co., Booz Allen Hamilton, Bain & Co., McKinsey & Co., Booz Allen Hamilton, Bain & Co., Boston Consulting Group etc.Boston Consulting Group etc.
Emphasis on corporate level strategyEmphasis on corporate level strategy
Interaction with C-level managersInteraction with C-level managers
Recommendations have long term implicationsRecommendations have long term implications
McKinsey & Co., Booz Allen Hamilton, Bain & Co., McKinsey & Co., Booz Allen Hamilton, Bain & Co., Boston Consulting Group etc.Boston Consulting Group etc.
Emphasis on industry specific strategies or a single Emphasis on industry specific strategies or a single specialized service across all industriesspecialized service across all industries
Interaction with senior executives and functional Interaction with senior executives and functional leadersleaders
Recommendations implications range in timeframesRecommendations implications range in timeframes
Simon-Kucher, Buck Consultants, Campbell AllianceSimon-Kucher, Buck Consultants, Campbell Alliance
Emphasis on industry specific strategies or a single Emphasis on industry specific strategies or a single specialized service across all industriesspecialized service across all industries
Interaction with senior executives and functional Interaction with senior executives and functional leadersleaders
Recommendations implications range in timeframesRecommendations implications range in timeframes
Simon-Kucher, Buck Consultants, Campbell AllianceSimon-Kucher, Buck Consultants, Campbell Alliance
Emphasis on single strategy service offeringEmphasis on single strategy service offering
Interaction with senior executives and functional Interaction with senior executives and functional leadersleaders
Recommendations have short and mid term Recommendations have short and mid term implicationsimplications
Strategyx, Inc., Cambridge Pharma.Strategyx, Inc., Cambridge Pharma.
Emphasis on single strategy service offeringEmphasis on single strategy service offering
Interaction with senior executives and functional Interaction with senior executives and functional leadersleaders
Recommendations have short and mid term Recommendations have short and mid term implicationsimplications
Strategyx, Inc., Cambridge Pharma.Strategyx, Inc., Cambridge Pharma.
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Introduction to ConsultingTraditional Roles in Consulting
Partner (Vice President, Director, General Manager) Responsibilities - Engagement Managers who are elected partners have demonstrated their superior ability to
deliver significant and sustained impact to clients. They possess distinctive knowledge and can use it to serve high-performing industry leaders. In general Associates who join a consulting firm can expect election to partner within 7 to 10 years.
Engagement Manager (Practice Manager) Responsibilities – When Associates are ready for the next level of responsibility, they become engagement
managers. Engagement managers own the client problem. They are the hub and center of the full engagement team. They are responsible for pooling resources to deliver the best solution for the client. By working closely with clients, they maximize the impact of a consulting organization’s work and lead the client through the change process. They also follow up on the work on an ongoing basis to ensure sustained impact. Most experienced engagement manager act as thought leaders in an industry section and/or a function and are sought out by colleagues and clients for this expertise.
Associate (Consultant, Sr. Consultant) Background - Masters Degree Responsibilities – Associates lead a key portion of an engagement. They apply a broad range of create problem-
solving skills, combining technical and analytical excellence. They syntehsize conclusions into recommendations and work directly with senior leaders to implement change. Associates have to develop foundational knowledge across each of the basic functions (e.g., strategy, organization, and finance). Because the starting point for each associate varies, so will the mix of client exposure and more formal training needed to build capabilities. Traditionally, associates remain in their role for two to three years.
Analyst (Junior Associate) Background - Bachelors Degree Responsibilities - Analysts take responsibility for a discrete part of the problem solving in each client engagement.
They play an important role in data gathering, actively contribute to the team’s final recommendations, and present their work to senior client executives. Most Analysts leave after a two or three year stint to pursue advanced degrees. Some top performers stay on to become Associates.
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Introduction to ConsultingResponsibilities
Client Development40%
Project Execution40%
Project Management20%
10
40
80
100
30
40
20
60
20
0% 20% 40% 60% 80% 100%
Partner
EngagementManager
Associate
Analyst
What is Practice Development?
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Introduction to ConsultingOrganization Structure
CEO/Managing Partner
CEO/Managing Partner
COOCOO CMOCMO
CLOCLOCIOCIO CFOCFO
Practice HeadPractice Head Practice HeadPractice Head
Practice HeadPractice Head
IndustryIndustry IndustryIndustry IndustryIndustry
ServiceService
ServiceService
ServiceService
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The Case InterviewThe Objective
The value of the case interview process is for the employer to get to know the candidate and the candidate to get to know the employer.
It is a chance for the candidate to show the employer how you think through a real business problem and for the employer to give the candidate an example of the kinds of work they see everyday.
For this reason, the interviewers prepare their interviews based on real cases and tend not to rely on brainteasers or theoretical problems.
Candidates are expected to step the interviewer through the key issues and propose a practical solution.
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The Case InterviewThe Interview
Subject Matter Interview
General Knowledge Interview
Framework Interview
Behavioral Interview
Writing Exercise
Presentation
Group Interaction
The Interview Process—An Example
(Step 1)Application
(Step 1)Application
(Step 2)Phone Screen
(Step 2)Phone Screen
(Step 3)In-house HR Interview
(Step 3)In-house HR Interview
(Step 4)In-house Case Interviews
(Step 4)In-house Case Interviews
(Step 5)Meet the Team
(Step 5)Meet the Team
(Step 6)Offer
(Step 6)Offer
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Success in Case InterviewHow to Approach the Interview
Step 1: Big picture thinking
The interviewer lays out the facts and asks the candidate to articulate the critical issues facing the business. "Big picture thinking" requires a focus on the key issues and not a "laundry list" of every problem facing the business. The interviewer then asks why the candidate chose the answer he/she did.
Step 2: Problem-solving logic
The interviewer asks the candidate to lay out all the elements of the problem: What factors should be considered?
Step 3: Focus on value
The interviewer then lets the candidate choose which avenues to pursue, leaving the discussion open-ended: without suggesting focus, the interviewer determines if the candidate is instinctive about which path to choose and then asks why the candidate selected this path.
Step 4: Depth and breadth—business intuition
After getting the recruit to focus on a key area, the interviewer asks the candidate some probing questions about how he/she would analyze that area.
Step 5: Results orientation
The interviewer returns to a key area of discussion, asking the candidate how he/she would implement his/her solution. The interviewer could pose a tricky or hostile client situation and ask how the candidate would get results in a difficult environment.
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Success in Case InterviewHow to Approach the Interview (Continued)
You must have the ability to:
Break a complex problem into its component parts
Apply business judgment to identify value
Generate a creative range of solutions to a problem’s component parts
Identify the most likely/attractive solutions through logical reasoning
Generate thoughtful questions and ask for clarification of case data, as necessary
Translate analysis into actionable recommendations
Effectively communicate solutions in a concise and persuasive manner
Don’t get thrown by the interviewer’s questions. The interviewer is your ally and uses questions to get a better understanding of your thought process—not to stump you.
Be concise. If asked for the top two issues, confine your response to two items. Provide logical backup for your answers. Be sure to explain what case facts led you to a conclusion and how you reasoned from those facts to your conclusion.
Don’t be afraid to ask clarifying questions. If you don’t understand the case facts, it will be tough to ace the interview.
Relax and have fun. You should learn a lot about yourself through the case interview process.
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Success in Case InterviewTesting Your MBA Skills
Marketing Management
Strategy
Corporate Finance
Corporate Accounting
Data Analysis
Microeconomics
Operations Management/Supply Chain Management
General Knowledge
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FrameworksKey Strategy Frameworks
4 Ps
Porters 5 Forces
Improving Profitability
Value Chain
Market Sizing
Segmentation
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Frameworks4 Ps
Product (What Type of products do you sell or want to sell?)
Type of product (specialty item, commodity)
Product features
Product quality (How important is it?)
Can the product be differentiated, How?
Is this a new or existing product?
Can the product be made by another firm?
What are the product substitutes and complements?
Product (What Type of products do you sell or want to sell?)
Type of product (specialty item, commodity)
Product features
Product quality (How important is it?)
Can the product be differentiated, How?
Is this a new or existing product?
Can the product be made by another firm?
What are the product substitutes and complements?
Place (How is the product distributed and positioned?)
How is the product positioned (High end, low-cost etc.)?
How is the product distributed to the market (wholesaler, direct sales)?
Is our product sold individually or in bulk?
How long does it take for our product to get to market?
How much contact do we have with the consumer?
Place (How is the product distributed and positioned?)
How is the product positioned (High end, low-cost etc.)?
How is the product distributed to the market (wholesaler, direct sales)?
Is our product sold individually or in bulk?
How long does it take for our product to get to market?
How much contact do we have with the consumer?
Promotion (How is the product promoted?)
How is the product advertised (TV, print, radio, word of mouth)?
What is our advertising budget?
Are there any promotions?
How aware is the consumer about this promotion/ our product?
How is the product packaged?
Promotion (How is the product promoted?)
How is the product advertised (TV, print, radio, word of mouth)?
What is our advertising budget?
Are there any promotions?
How aware is the consumer about this promotion/ our product?
How is the product packaged?
Price (What is the price of the product?)
What is the price of the product? Discounts?
How elastic is the price?
What it the product cost?
What is the product margin or target margin?
How do we price our product (value price, competitive pricing)?
How does our price compare with competitors?
Price (What is the price of the product?)
What is the price of the product? Discounts?
How elastic is the price?
What it the product cost?
What is the product margin or target margin?
How do we price our product (value price, competitive pricing)?
How does our price compare with competitors?
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FrameworksPorters 5 Forces
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FrameworksImproving Profitability
Profit = (Revenue) – (Costs)Revenues = (Units Sold) x (Price)Units Sold = (# of Customers) x ( Frequency of Purchases) x (Amount Purchased)Total Costs = (Fixed Costs) + (Variable Costs)Total Variable Costs = (Variable Costs per Unit) x (Number of Units)
Profit = (Revenue) – (Costs)Revenues = (Units Sold) x (Price)Units Sold = (# of Customers) x ( Frequency of Purchases) x (Amount Purchased)Total Costs = (Fixed Costs) + (Variable Costs)Total Variable Costs = (Variable Costs per Unit) x (Number of Units)
Improve Improve ProfitabilityProfitabilityImprove Improve ProfitabilityProfitability
Increase SalesIncrease Sales
Reduce CostsReduce Costs
Increase Unit Sales VolumeIncrease Unit Sales Volume
Increase PriceIncrease Price
Improve Product DesignImprove Product Design
Reduce Variable CostReduce Variable Cost
Increase Market ShareIncrease Market Share
Add New ProductsAdd New Products
Increase Usage Rate/CustomerIncrease Usage Rate/Customer
Raise Market PriceRaise Market Price
Reduce Trade DiscountsReduce Trade Discounts
Reduce Labor CostsReduce Labor Costs
Reduce Raw Materials CostsReduce Raw Materials Costs
Use Less LaborUse Less Labor
Find Cheaper LaborFind Cheaper Labor
Increase RM Yield RateIncrease RM Yield Rate
Use Less Expensive Raw Materials
Use Less Expensive Raw Materials
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FrameworksValue Chain
Company InfrastructureCompany Infrastructure
Human Resource ManagementHuman Resource Management
Information Systems (Technology)Information Systems (Technology)
ProcurementProcurement
InboundLogisticsInboundLogistics OperationsOperations Outbound
LogisticsOutboundLogistics
Marketing & Sales
Marketing & Sales ServiceService
Su
pp
ort
Act
iviti
es
Prim
ary
Act
iviti
es
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FrameworksMarket Sizing
How many potential customers are there?
How many potential customers are there?
SizeSizeSizeSize
How much of the product will they use?
How much of the product will they use?
AnalysisAnalysisAnalysisAnalysis
What does it mean in terms of business viability?
What does it mean in terms of business viability?
How much revenue will it generate?
How much revenue will it generate?
ValueValueValueValueUseUseUseUse
Who are my customers?
How will I reach them?
Who are my customers?
How will I reach them?
SegmentSegmentSegmentSegment
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FrameworksSegmentation
Scoring Scoring ApproachApproachScoring Scoring
ApproachApproach
The raw data collected for each account is normalized on a numeric scoring system for easier comparison.
Criteria Scoring Worksheet
Count 336
Min 34
Max 478,343
Sum 32,770,764
SCORE Percentile Minimum Value % Total Number
5 83% 216,621 51.8% 57
4 68% 127,504 25.5% 51
3 56% 82,075 12.5% 40
2 45% 35,168 6.4% 37
1 0% 34 3.8% 151
Account Account SegmentationSegmentation
Account Account SegmentationSegmentation
The individual scores are used to segment the accounts and group them based on whether they scored high or low along both the size and control dimensions.
HighLow
High
Low
X
X
X
Siz
e
Control
Account Account PrioritizationPrioritization
Account Account PrioritizationPrioritization
The combined size and influence scores are used to rank the accounts.
Accounts are prioritized nationally or regionally, depending on the type of data available.
Criteria Criteria WeightingWeighting
Criteria Criteria WeightingWeighting
Because some criteria are more representative of an account’s potential than others, the model can calculate account scores in a way that some criteria affect the total score more than others.
Criteria Criteria DefinitionsDefinitions
Criteria Criteria DefinitionsDefinitions
Demographics Preferences Market sales
Demographics Preferences Market sales
Cu
sto
me
r In
tere
st
Growth trend Competitive
position Relationships
Growth trend Competitive
position RelationshipsF
utu
re
Po
ten
tial
Influence 50%
Level of Formulary Control 30%
Level of Influence in setting Formularies 30%
Relationships 40%
Pharmacy Director Relationship 50%Clinical Pharmacist Relationship 25%
Other P&T Members Relationship 25%
Size 50%
Patient Visits 20%
Product Sales 40%
Product A 35%Product B 25%Product C 20%Product D 20%Product E 0%
Therapeutic Area Market Sales 40%
Tx Market ATx Market BTx Market CTx Market DTx Market E
35%25%20%20%0%
Overall Prioritization of Accounts
National Rank
Territory Account NameOverall Score
1
2
3
4
5
92200
92200
93000
93100
93000
Health Plans of CA
Universal Health
State Health Plan
Health Plans of TX
Managed Lives of NJ
4.55
4.54
4.47
4.42
4.42
Break!
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Case StudiesMarket Sizing
Situation
King Fischer is a large beverage company in India and is interested in introducing a new whiskey to the US market in 2008. They are interested in sizing the market opportunity. As the new VP of market development, you are charged with calculating the size of the US whiskey market.
Framework
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Case Studies Market Segmentation
ProblemYou have recently been appointed the National Sales Director for UnderArmour with a portfolio of athletic apparel products. The VP of Sales and Marketing has asked you to develop targeted sales strategies for the coming year. How do you approach this?
Framework
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Case StudiesMaximizing Profitability
Problem
Home Depot is a national chain which sells home construction products. In 2006, revenues increased by 30% but profits fell by 12%. Their new CEO has asked you to develop a plan reverse the NI trend. How would you determine the problem areas?
Framework
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Case StudiesInvestment Analysis
Problem
A small diagnostic manufacturer has developed a concept for a pre-diabetes prediction assay. Should they continue develop this product?
Framework
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Case StudiesMarket Assessment
ProblemYou have been hired to advise the new VP of Marketing at MINI. This is her first role in the executive suite and she wants an independent advisor to assist in formulating a marketing plan for the release of a new hybrid MINI Cooper. What issues do you need to consider?
Framework
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Case StudiesValue Chain Analysis
Problem
After years of success Wanda feels that she has conquered the world of beer. Recognized as one of the premiere microbreweries in the world, and with consistently high sales over the past 5 years, Wanda feels that there is little to be done with beer. She is convinced that there is growth in the bottled water market as it may be a natural complement to beer because of the company’s access to pure Raritan water and efficient bottling and distribution operations. What do you think of her idea?
Framework
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Case Studies Pricing
ProblemGuidant makes Pace Maker devices. Recently, scientists have developed a infrared recording device that can record and display activity from the Pace maker. How would you price this product?
Framework
