Mindtree B-School Hiring

Case Studies

 Make suitable assumptions as deemed necessary. Please highlight your assumption

upfront in your responses
 Time duration for submitting your response is 2 days from the time you get your hands
on the case study
 Please consult Mindtree representative for any doubts that you might have

Customer Success: CASE STUDY 1: Productivity Improvement Case Study

Situation: Fast Growth Caused Outgrowth

ABC Ltd. provides pharmacy benefit management services to hospices. These services include:

 Accepting new patients and their medications.

 Having a pharmacist review these medications for necessity, efficacy, and coverage under the
Medicare hospice (home for terminally ill patients typically at their end of life) benefit, and drug
combinations having undesirable side effects not anticipated by doctors.
 Registering patients and medications with a prescription clearinghouse, enabling patients to begin
receiving their prescriptions at any pharmacy nationwide.
 Reporting medication usage, costs, and other statistics to the hospice.

Opportunity: The Chance to Do Things Right

Our client was experiencing rapid growth, which caused a major problem – their pharmacists could not
keep up with the number of reviews required for new patients, let alone updated reviews of existing
patients periodically requested by the hospices.

As a stopgap measure, our client retained contract pharmacists to help process the backlog – however,
this was neither a desirable nor an affordable long-term solution.

Propose how would you harness the opportunity and suggest a solution.
Customer Success: CASE STUDY 2: Doldrums for a retailer
Business Problem:
100-year-old retailer, "Brooklyn Fashion" with annual revenues of $700 million. Struggling to
compete with the pure play online retailers in the market that are eating into its market share. About
an year back, retailer launched its online website, however it failed to gain any stronghold in the
market.
To add to their woes, a recent accident within the store led to a bad image of the company in the
market. They have recently hired a team to address the following:
- Online content manager who moderates their branding across web and social
- Online Trading director who is responsible for turning around their online business
Their targets are
- Online revenues to be 5% of overall sales in the next 15 months
- Differentiate and help switch customers from other brands onto their website
- Generate customer loyalty and help customers make better buying decisions

Your response* must cover

. Go to market Strategy (how they should re-position themselves in the market)
. Proposed solution to meet the objectives
. High-level view of the supporting business systems
. Implementation timeline
Customer Success: CASE STUDY 3: Digital Marketing Case Study

Background:-

Consider the massive consumer engagement footprint of one of the world’s biggest household goods
companies: more than 120+ brands across 150+ different countries, with hundreds more brand extensions;
some 1500+ online properties, with similar numbers in social and mobile; a digital marketing budget
surpassing billion dollar.

These are the kind of figures that other companies dream of. But the size also brought with it complexities
for the digital marketing function.

Problem Statement:-

Think about the fact that each of these brands may have had a different agency (or multiple agencies across
countries) providing not just the creative work for digital marketing initiatives, but also the production work.
That was fine for the days of banner ads, basic HTML, and email blasts, but as technology advanced and
became more complex, a massive inefficiency was exposed. To employ potentially hundreds of unique
agencies, each learning new technologies and writing their own technical playbook for implementing new
marketing tactics, was duplication of work on an immense scale. This wasn’t just a “house divided” – this
was a house utterly fragmented.

The company saw that this was very costly, and not just in financial terms but otherwise as well. Since so
many different agencies were executing similar types of marketing initiatives without adequate
collaboration, the quality of the deliverables and service was highly variable, presenting an inconsistent
view of their brands. When there was a need to respond to market changes, this fragmented digital
marketing ecosystem was extremely hard to organize and adapt.

To add, there was a lack of a common process adherence, meaning security and privacy vulnerabilities
existed at varying levels across initiatives.

What could be the possible solution options?

TTH Case Study 1:
“Transport & Logistics segment is going through a huge transformation with global trade restrictions,
ecommerce delivery spikes and vaccine transportation. This transformation is only accelerated by COVID
situation. Digital technologies have disrupted many process area of logistics & transportation and have
opened-up new ways of engaging with various stakeholders. In view of these enormous transformation
opportunities, Mindtree is in the process of defining a Go-to-Market strategy for Logistics sector,
specifically trucking, shipping and railroad. The Go-to-market strategy is heavily backed by specific
solutions and platforms. Strategy document to be produced should cover service offerings, build-vs-buy
for solutions, partnerships. Customer Success is the key for this strategy and should also include the
step-approach for transformation to make it practical. You will be a member of the strategy team that
will arrive at strategy document including specific return-on-capital-deployed and approach for scaling
the market reach.”

TTH Case Study 2:

“Travel and Hospitality segment is going through a huge transformation with sudden drop in travel, rise
contactless travel and severe cost cutting across the sector. This transformation is only accelerated by
2nd waves of the pandemic and more virulent versions of the infections. Digital technologies have
disrupted many process area of Travel & Hospitality and have opened-up new ways of engaging with
travelers and employees. In view of these enormous transformation opportunities, Mindtree is in the
process of defining a change in its Go-to-Market strategy for Travel & Hospitality, specifically Airlines,
Travel intermediaries and hotels. The Go-to-market strategy is heavily backed by specific solutions and
platforms like riding on contactless arrivals, contact tracing, health & safety solutions based on existing
platforms like Salesforce, ServiceNow etc. Strategy document to be produced should cover renewed
service offerings, build-vs-buy for solutions, partnerships. Customer Success is the key for this strategy
and should also include the step-approach for transformation to make it practical. You will be a member
of the strategy team that will arrive at strategy document including specific return-on-capital-deployed
and approach for scaling the market reach.”

CMT Case Study 1 (IP Bluetooth) -

GTM for SaaS offering:
Mindtree has built a new SaaS solution which enables large lighting OEMs to offer and IoT based solution based on
the emerging Bluetooth Mesh technology.

The Bluetooth Mesh technology is relatively new technology and is competing with older and more mature
technologies such as Zigbee.

There is one major competitor who is a much smaller company but singularly focused on the technology for the
last 5 years. They have emerged as the default SaaS solution provider in the market.

Customer’s (include some very large OEMs) are very interested in the Mindtree solution since they do not want to
be locked on to the one target platform. They also perceive risk of adopting the relatively new Mindtree solution.
You need to research GTM model of SaaS solution providers primarily focused on Building automation and
recommend a GTM / pricing strategy for Mindtree, with your rational for the recommendation.

CMT Case Study 2 (AAMC)

A premier medical institution of higher education has conducted an internal audit and figured out that a
considerable amount of effort is spent every academic year in verifying the credentials of the applicants
applying to their institution. The credentials presented by the prospective applicants about their
education, experience and achievements are not standardized and do not contain the same set of
information, making it difficult for the medical institution to devise solutions that can verify the credentials
with efficiency. The medical institution which teaches 5000 aspiring doctors every year across multiple
campuses is planning a 10-fold increase in the capacity over next 5 years, however this crucial aspect of
validating the credentials at scale and within stipulated time, is casting doubt over the plan.

Mindtree is working on a solution with a team, of which you will be a part of. The team is expected to
come up with a solution that removes this bottleneck for the institution. However, as part of larger
strategy to support Education sector, Mindtree is also interested in creating a generic white label solution
that supports other education sector domains (like engineering, arts, etc.,) and not remain limited to a
medical institution. The proposed solution approach should be an end-to-end execution plan of how the
team plans to create the solution, solution options, financials, and expected return of investment for the
clients.

CMT Case Study 3 (Sales Excellence – Vertical Solutions)

Education segment is going through a huge transformation. This transformation is only accelerated by
COVID situation. Digital technologies have disrupted every process area of education institutions and
have opened-up new ways of engaging with various stakeholders. In view of these enormous
transformation opportunities, Mindtree is in the process of defining a Go-to-Market strategy for
Education sector, specifically higher education institutions. The Go-to-market strategy is heavily backed
by specific solutions and platforms. Strategy document to be produced should cover service offerings,
build-vs-buy for solutions, partnerships. Customer Success is the key for this strategy and should also
include the step-approach for transformation to make it practical. You will be a member of the strategy
team that will arrive at strategy document including specific return-on-capital-deployed and approach
for scaling the market reach.
RCM Case Study 1:
TRADE PROMOTION TOOL (RAMESH): A leading CPG manufacturer was facing a unique issue in planning
promotions for its Customers both Wholesalers and Consumers. The level of Promotion planning for
Wholesaler and End Consumer was different and the client was increasingly facing issues in planning an
effective Promotion. With this as background, could you please help the client with a tool that can help

1. Plan promotions differently for Wholesaler and End Consumer

2. Effective Targeting
3. Promotion Analytics

RCM Case Study 2:

COLLABORATION TOOL: Increasingly a CPG manufacturer wants to hear to the customers with respect to
the product requirements and pricing for a collaborative spirit, to enhance the value of the product
being consumed by its consumers. Looking at this concept could you suggest how a CPG manufacturer
could interact with its retailers and customers to understand their want and collaborate for an output
which is beneficial to all. Think about a collaboration tool to include:

4. Key users of the system

5. Features for consumers (retailers, key accounts, consumers)
6. Reward system
7. Modes of engagement
8. Initiatives that can be used/triggered based on requirement
9. Other features that you can think of

RCM Case Study 3:

DEMAND SIGNALLING SYSTEM: Product development at CPG is no longer an art but more of a science
where there is a focus on what, where and when a product needs to be created and introduced. It has
been a trend to see one new product or variant being introduced on fortnightly basis (during seasons)
by a brand be it a toothpaste, home care, personal care or any other product of daily use. Keeping this
trend as a central factor could you evolve an application which can provide inputs to the CPG
manufacturers product development team holistically. Special focus should be on:

10. Data sources and limitations

11. Data validation and inclusion
12. Data visualization
13. Key trends/outliers representation
14. Insight generation and potential usage
Package Solution Case Study:

Chances are, in the past ten months, you haven’t visited any restaurants and fulfilled your hunger pangs
from food aggregators like Swiggy and Zomato. Many of the outlets listed on these aggregators only
serve online deliveries and don’t provide dine-in services, i.e., they operate on a ‘cloud kitchen model.’

Online food aggregator Swiggy has launched its cloud kitchen, ‘The Bowl Company’ in select areas of
Bengaluru. Swiggy’s latest move is aimed at creating a basketful of options to meet consumer demand in
select areas but interestingly it also puts it against listed businesses on its site such as FreshMenu.

“We are looking at extending the food tech and delivery continuum by creating a platform where
multiple brands can work from a single kitchen (external or Swiggy) to meet consumer demand in
certain pockets of the city, “a Swiggy spokesperson told ET.

The spokesperson further added, “These experiments are conducted on a small scale to ensure all
problems are fixed in the test phase itself. We have been testing cloud kitchens for three months now.
We hope to use this initiative to provide consumers in all areas with the best possible options for them
to order from.”

In 2015, the company began attracting external investments. The first was a $2 million investment from
Accel and SAIF Partners, along with an additional investment from Norwest Venture Partners. The next
year, Swiggy raised $15 million from new and existing investors, including Bessemer Venture Partners
and Harmony Partners.

In 2017, Naspers led an $80 million funding round into Swiggy. Swiggy received $100 million from China-
based Meituan-Dianping and Naspers in 2018 and a string of investments boosted the company's
valuation to over a $1 billion.

In February 2019, Swiggy acquired Bengaluru-based AI startup Kint.io.

In April 2020, Swiggy received around $43 million funding which valued the company at $3.6 billion.

Swiggy acquired Bangalore-based Asian food start-up 48East in 2017. Swiggy later acquired Mumbai-
based Scootsy Logistics, a struggling food and fashion delivery service. It also went on to acquire a milk
delivery start-up in Mumbai called SuprDaily in an all cash deal. In 2019, the company invested Rs 31
crore in Mumbai-based ready-to-eat food brand Fingerlix. Swiggy planned to transition Scootsy's
partners, fleet and nudge consumers to its app and shut Scootsy by June-end 2020.

Growth Drivers –

 Changing food consumption habits – Before the COVID-19 pandemic struck, the online food
delivery business was on the rise due to changing food consumption habits. The urban middle
 class is warming to ordering food online due to various factors like the availability of a wide
variety of menus, aggregator-driven discounts, convenience, etc.
 Increased adoption of food aggregators – Food aggregators like Swiggy and Zomato have
penetrated beyond Tier 1 and Tier 2 cities. Small restaurants are also finding value in being
listed on these platforms.
 Covid-19 Pandemic – Though the lockdown has been lifted across India and dine-in services
have resumed at 50% capacity in many restaurants; consumer confidence is still low. Sensing
this, the many established F&B players in the industry focus on pivoting to a multi-brand,
delivery-only model. For example, Massive Restaurants that operates fine-dining restaurants like
Pa Pa Ya, Farzi Café, and Made in Punjab are planning to build cloud kitchens as they are cost-
effective and scalable.

Challenges faced –

1. Amazon, Jio and Ola entering the food aggregator business – After Uber’s exit from the food-
tech space, the market has consolidated, with Swiggy and Zomato emerging as the two major
market players. Amazon, Jio and Ola have entered the market with its deep
pockets, loyal consumers, and a brilliant underlying platforms. Discovery on the food aggregator
platform is an essential driver of orders for the cloud kitchens.
2. The online food delivery industry structure – To capture market share food Swiggy is still
burning cash on each order they fulfil. Once they stop subsidizing the platform’s consumer side,
the cost of fulfilment will rise, and will severely affect the profitability of these kitchens that
operate on razor-thin margins.
3. The Paradox of Choice – The cloud kitchens can make multiple cuisines under the same roof.
However, having too many cuisines prepared at the same place is not necessarily a good
thing for the food. Cloud kitchens need to specialize in cuisines and create a loyal customer
base.

Discuss –

Finance –
1. You are the CFO of the Bowl Company, a wholly owned subsidiary of Swiggy. What will you do to
protect your margins?

Logistics –
1. The cloud kitchen needs to increase the number of deliveries from 45000 to 3 Lakh per day in the
next year. There are additional locations and cuisines that will be added in next year. How will you
ensure that Bowl Company is ready for the challenge?

HCM –
1. As the operations need to expand rapidly, how will design the recruitment strategy so that the Bowl
Company can hire the best, on time and retain them
BFS – Capital Markets Case Study
Cybercrimes in the Financial Services Industry

Cybercrime incidents in 2020 cost the world about $1 trillion and this is expected to grow to $10.5 trillion
by 2025. Financial institutions including securities and capital markets firms are not immune to this risk
given their increasing reliance on information technology, growth in mobile/digital channels, and
accelerating pace of electronification of global markets. The inability to predict or understand the danger
of cybercrime is affecting the capital markets space more than any other industry. Technological
vulnerability in the existing infrastructure makes it a target of digital offences.

The reason risk mitigation strategies have failed is because of lack of uniformity in the cybercrime attacks
and different motivations behind them.

Types of cybersecurity threats-

 Web Application
 Software vulnerability
 Malware
 Phishing
 Social Engineering
 Stolen credentials

Impacts on financial services industry

Order management and trading systems are at high risk with compromised orders, rogue strategies etc.
Asset and wealth management firms are also subjected to threats aimed at stealing or compromising
clients’ investment and personal data.

In 2017, Equifax the world’s largest credit bureau was subject to a major cyberattack where sensitive
information of 143 million American consumers was compromised. Credit card numbers for 209,000
consumers were stolen, while documents with personal information used in disputes for 182,000 people
were also taken.

In 2016, Bangladesh bank was subjected to a cyber-heist. Thirty-five fraudulent instructions were issued
by security hackers via the SWIFT network to illegally transfer close to US$1 billion from the Federal
Reserve Bank of New York account belonging to Bangladesh Bank.

The consequences of a successful attack can have serious reputational damage and loss of large sums of
money leading to bankruptcy.

The way forward

The financial services sector remains a tempting hunting ground for cybercriminals - banks and the wider
financial services community must ensure they are doing all they can to quickly detect and react to the
growing threat. Companies are increasingly gravitating towards harnessing the power of technologies to
combat threats in a more effective way.
A well renowned asset management firm has approached Mindtree Ltd. to seek advice on a cybersecurity
solution. As a business analyst identify possible use cases in the cybersecurity space to take forward to
the client.

Questions

1. Discuss how these cybercrimes can be mitigated from a technology point of view. What can be
the new ways of working to prevent cyber threats?
2. Highlight key challenges that exist and which can be solved

BFS - Banking Case Study

The next banking revolution

The past decade has witnessed a rapid shift in the business of banking. Banks have started to realize that
key attributes such as customer service, convenience, transparency play a larger role in retaining
customers. With this change in customer expectations banks have witnessed a change in their business
and operational models.

Rise of neobanks

A bank that does not have a physical branch but offers all its services through digital channels via a
smartphone or web interface is called a neobank. One of the major services of these banks are that they
specialize in offering various digital financial services like that of current and savings accounts, payments
and transfer of money. They are viewed as a direct challenge to traditional banks with lower cost structure
and hyper-personal customer experience. Neobanks do not have their own banking license but use
partners to offer bank-licensed services.

The neobank market is growing at a CAGR of 46% and would be close to $395 billion by 2026. Millennials
and MSMe’s are some of the early adopters of neobanks.

Some Advantages

 Reduced costs
 Use of innovative technologies
 Convenience
 100% digital
 Easy to use API’s
 Personalization

Challenges faced by neobanks

Indians still prefer in person interaction and branch services while dealing with huge sums of money and
while dealing with sensitive information. Also given the regulatory landscape in the country, these
neobanks face challenges as far as regulatory requirements and compliances are concerned.

Existing players in neobanking space

RazorpayX is a neobanking platform by Razorpay offering payroll services, money management services
and vendor payments in real time. Open is a Bangalore based startup that serves small businesses with
banking, payments and accounting services in a single place. It helps SME’s with timely collections and
automatically generates invoices and payment links for customers.

What does the future hold?

The onset of the pandemic has disrupted the entire banking and financial services landscape. Although it
has created havoc, it has given way to several new opportunities in future due to changing customer
behavior. COVID 19 has certainly pushed neobanking into a competitive position.

A leading bank has approached Mindtree Ltd. to seek advice on building a new solution for its neobanking
initiatives. As a business analyst what would you recommend as possible use cases.

Questions

1. Discuss what innovative solutions a neobank can come up with for the new age customer.
2. Can neobanks replace the existing banking infrastructure going forward? What are the upcoming
technological trends that can be put to use to build solutions?
3. Is this model sustainable and profitable for a country like India?
4. How can neobanks overcome regulatory hindrances?