2004-2005 Michigan Ross CC Interview Case Book
2004-2005 Michigan Ross CC Interview Case Book
2004-2005 Michigan Ross CC Interview Case Book
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The other major complaint we received was that some cases had incorrect or
incomplete solutions. While we have done our best to ensure accuracy of the
included cases and removed some clearly misleading cases, some remain.
This is because these cases were prepared by your fellow classmates, some
got offers others did not. In most of these cases a truly good interviewee will
go beyond the “sample solutions” we have included.
In closing I offer the following tips on how to use this case book successfully:
• Read the cases completely before you try to give them to someone
• Try to give the same case over and over; case giving is hard and requires
practice.
• Practice cases with many different people, including people you don’t
know very well
Regards,
Noah Rosenberg
University of Michigan, MBA 2005
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The CEO of General Motors attended the Detroit car show recently.
He was surprised to see that all the models of Volkswagens seemed
to have the same steering wheel. They seemed similar in all respects
– shape, size, and materials. General Motors, on the other hand, has
many different steering wheels for its many cars. The CEO feels there
was merit in reducing the steering wheels on GM cars to one model.
He wants you to find out how that can be done.
Manufacturing process
• The steering wheel manufacturing process has three distinct stages –
Design, Sourcing/Manufacturing, and Assembling.
• There is virtually no difference in material requirement for each type of
steering wheel.
• The same injection molding manufacturing process is currently used to
make the different steering wheels.
• There is virtually no difference in the engineering design requirements
for each steering wheel. Therefore, from engineering perspective, the
same wheel could be used on all cars.
• There is no difference in assembly process for the different types of
steering wheels.
Customer needs
• There is no market requirement (customer driven or company
promoted) to have different steering wheels on different cars. Steering
wheels do not serve as product differentiators.
Cost
• GM has 10 lines of cars, each with a different type of steering wheel.
• GM purchases all of the 10 types of steering wheels from the same
supplier.
• Each year 100,000 steering wheels are bought for each line.
• The steering wheels cost $10 each.
• The supplier gives a 5% discount for every doubling of an order size.
• They also think that by consolidating the steering wheels to one type,
they can buy all wheels from one vendor. In that case, the vendor will
give us a 20% discount on the steering wheel.
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Since GM’s business is making and selling cars not steering wheels, they
were probably looking at this to save costs. So that covered the company’s
point of view. However, I wanted to make sure that steering wheel types
don’t give GM a competitive advantage or effect consumer demand. That
took care of competitors and customer part of the picture. The final piece
was financial cost savings. My approach was to verify these thoughts and put
together a plan to realize maximum cost savings.
I recommended that the client consolidate the steering wheel types to one
type and source the steering wheels from one vendor only. This will help the
client realize cost savings of at least 32%. However, before executing this
plan the client must make sure that:
There may be other areas like headlights and tail lights, moon roofs, and
dash board components that could also be consolidated across the different
cars types. Our team will be willing to explore those areas of cost savings for
the client as well.
The interviewer was looking to see how well I could gauge a business I knew
nothing about. He said that he knew I didn’t have prior auto industry
experience and that was why he gave me this case. He wanted to assess if I
could:
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market for engines for different railroad gauges (meter gauge etc.).
They could also introduce steam engines, coal engines and electric
engines for new markets like Latin America.
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Our client is a cardboard manufacturer that has two plants for which
we gathered the following data:
Plant A Plant B
Sales (‘000 $) 45,000 75,000
Cost of Paper 65% 63%
Other Goods 6% 5%
Labor 18% 13%
Other Manufacturing 6% 5%
Depreciation 3% 3%
Profit 2% 11%
Interviewer tip: This case has a lot of math. Put the candidate under
pressure to nail the math quickly. Allow them to approximate, but keep them
under pressure.
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A. The total labor bill for Plant A is around $9M. With an average wage of
$45,000, then Plant A has 200 people of which 30 people are sales staff. This
is very high compared to Plant B.
In Plant B the 35 sales people sell approximately $75M and in Plant A the 30
sales people sell approximately $45M. Therefore each sales person in Plant B
sells approximately $2M of product. If plant A’s did the same, we would only
need 20 people. We could layoff 10 people and save $450,000.
C. If we could improve the morale we could save 10% of the shift costs. That
is another $450,000 saved. So we have now identified around $2M of
savings, which is the majority.
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Our client is a large national retailer whose music segment has seen
declining profits over the last couple of years. You have been hired to
help deal with this problem.
We can allocate the costs using Activity Based Costing. We have $704M
revenues of new releases. At a price of $15, this means we sell around 60M
new CDs and around (404/12) 30M catalog CDs. Hence:
The new CD business is profitable for us, but the Catalog business is
unprofitable.
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The reason we have low profitability is that the Catalog CDs are loosing
money.
The new CD business is still profitable and over the coming weeks my team
is going to look at: whether we can optimize the space used for catalog CDs,
whether we would lose any cross selling opportunities if we reduced/removed
the catalog CDs and what product we can best place in the space previously
occupied by catalog CDs.
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Your client is an aerosol can manufacturer. They buy sheet steel, cut
it into shape, paint it, weld it into a cylinder, apply a top and bottom
and then sell them to their customers. They do not fill the can. Over
the last 5 years their sales have increased from 80M to 120M, but
their profits have decreased from+10M to -40M. They want to know
what they should do.
• Depreciation costs are the same and there has been no additional fixed
asset expenditure.
• We have seen a steep increase in labor cost. The increases account for
about a third of the total cost increase.
• Their pricing basis is Steel price + Value added, so they automatically
pass on all cost increases/savings to their customers.
• 5 years ago the average price we get for a can is 1p and now it is 3p.
What does it mean?
• The costs of paint have increased by 40M over the last 5 years.
• Painting is a capacity limiting step.
• Company is foregoing additional sales – and have an opportunity cost
associated with this, but that hits the top line, not the bottom line.
• Our customer requirements have changed: they are demanding higher
quality.
• Historically we sold 40% to industrial clients, 30% into household
applications and 30% into consumer packaged goods. This has now
changed to 20/30/50.
• For industrial clients we used stickers rather than paint.
The cost basis increased by 90M over the last 5 years and I will started by
looking at why these costs may had increased.
The reason our client is loosing money is their shift to the higher priced
consumer segment. The additional quality requirements in this segment, in
particularly on the painting side, have limited our capacity and increased our
cost basis. Over the next weeks my team is going to look at: costs and
benefits of capacity addition, Outsourcing the painting to a 3rd party and
growing their industrial part of the business again.
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Your client is GumCo. They have 25% margins and have been
traditionally focused on gum and mints. A new CEO has just been
appointed and he has promised the GumCo shareholders that he
would double revenues, while maintaining margins, over the next
four years. Their current revenue is $2.7B. The CEO comes to you
for help.
80%
70%
60%
50%
40%
30%
20%
10%
0%
US Europe Asia Japan
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US Gum Prices
$1.32
Price Per Pack (US$)
$1.30
$1.28
$1.26
$1.24
$1.22
$1.20
A B C D E GumCo
Third, I estimated the amount of market share that could be gained in each
market based on our brand transferability, the size of the competitors and
the growth of the market.
My result was:
Home Market Growth: $0.6B
Price Increase $0.5B
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Other points would be: implementation risks and challenges of entering new
markets.
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• Both sales and profits declined over the last 3 years or so, having
grown steadily prior to that point.
• There are three segments in the home goods market: discount stores
(e.g. Target), specialty stores (e.g. Bed, Bath, and Beyond), and other
stores.
• Overall sales have increased over the last 3 years, with discount and
specialty segments growing and “other” segment (the client fell into
this category) declining.
• Our client did somewhat better than its segment, but worse than the
overall market.
• The client is ”stuck” in its segment.
• Cost structure of the three segments. Costs as a % of sales:
• Rent is the main reason for higher fixed costs: client’s stores are in the
malls and competitors are free to choose their own locations and likely
own the buildings. Client had long-term lease contracts and was
“stuck” in the malls.
• Client’s products fall into two broad categories: textiles and
kitchenware. Kitchenware sales were going up, while textile sales
were down.
• The client’s merchandise is different from competitors’ merchandise.
For example:
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Revenue:
When asked about revenue growth, the partner produced this graph:
Revenue Growth
30
28
25
Millions $
20
18
15 Revenue
12
10
7.5
5 4
0.5 1 2
0 0.2
1990 1991 1992 1993 1994 1995 1996 1997 1998
Years
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When asked about number of store locations, the partner produced this
graph:
# of Store Locations
45 40 40
40
35
30
25 # of Store
20 Locations
15 10
10
5 1 1 1 1 3 3
0
90
91
92
93
94
95
96
97
98
19
19
19
19
19
19
19
19
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Costs:
• Assume fixed costs of $1 million per location. This includes lease
costs, utilities, store manager, etc.
• Assume variable costs equal to 20% of sales. This includes cost of
clothing, sales people, etc.
• Corporate overhead is minimal.
The key to this case is to notice that sales increased for the first location over
time. In 1993, the company would have made $600M on sales of $2MM
($2MM*80% margin - $1MM fixed cost). Subsequent store openings should
experience similar sales ramp up. Once the candidate realizes this, then it
becomes apparent that the client is realizing losses because of the large
number of stores opened recently.
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• The revenue sources for the two options are: Ads for free TV and
additional subscribers for pay TV.
• In first round, there are 4 groups with 4 teams each. Each team plays
with each other team within there group in the first round. There are 3
German teams. They are all in different groups. We are going to
broadcast only games with their participation. Second round is
quarterfinals with home and guest games. Then semifinals come. And
then final – one game. 30 seconds of ads are $50K at any stage. A
game has 25 min of ads.
• Can assume that the German teams advance through all rounds
• If we decide not to broadcast the game on free TV, we will still get the
same minutes of advertising at $20k/minute
• If we decide to broadcast on pay-TV, we will get 1M more subscribers.
• Pay TV: Subscription fee is $10. Price per month $5.
• No customers will leave if you decide not to broadcast on pay-TV.
• Project only for 1 year.
Free TV
We have also the opportunity cost. With no game broadcasting we can get
$20K per minute.
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Pay TV
Given this information, the incremental profit for pay TV is $59M and for
free-TV is $62M. Our client should broadcast the games on free-TV.
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As soon as I knew this was a merger case I followed the standard structure
of evaluating synergies in value chains and highlighting risks and risk
mitigation strategies. I examined three things:
R&D
Patents
Combining Research Staff and cutting costs on Labs.
Knowledge transfer on existing projects.
Sourcing
Supplier consolidation : Higher buying power.
Access to new supply sources.
Knowledge of supplier previous contracts (transparency) with the other
entity.
Manufacturing:
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Economies of scale
More optimum capacity utilization ( if current plants were under-utilized)
Knowledge exchange on production best practices
Distribution:
Access to new distribution channels and new markets
Cross-Selling opportunities
Higher supplier power
Consolidating plants:
We would increase our profitability by $100 M per year at an additional
investment of $250M ($200M+$50M).
Other issues: There are also significant pricing advantages that can be
gained through this merger. One of the firms charges more and has very
strong brand equity among the doctors. While no numbers were given,
discovering revenue synergies wins bonus points.
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30K
27K
750K 200K
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Second look into whether they can make money at this price.
This is a basic Booz Allen profitability case. New entrants reduce the price in
the market and must make a careful assessment of whether they can be
profitable give the demand elasticity.
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The interviewer then asked me for some specific questions I would ask in my
survey.
e.g. “What do you value more on our car – 5 doors, or air conditioning?”
“How do you compare our car to a Volvo in terms of safety?
“Would you buy a car from us again?”
“Can you give us an example of behavior at the forecourt which you can
remember?”
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Note: Push the interviewer not to draw a framework Just outline and discuss
the issues.
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• Each garage has three bays. Each car change takes 15 minutes. Car
owners drive their cars themselves onto the bay.
Me: I think we can leverage our relationship to Wal-Mart, pointing out that
people are buying our product in the DIY segment because of our value
proposition, our brand name and their trust in us. We will continue to
advertise our product and people are going to ask after it. Secondly as Wal-
Mart is new to the DIBSE business – and this is not necessarily a logical
progression for them – using a premium lubricant in their garages will help
inspire confidence.
Interviewer: How would you structure a deal to protect your margins in the
DIY business?
Me: I think we should look at tying up a deal with the OEM garages, by
focusing on the OEM producers and advertising with them we can link our
brand to their cars.
Interviewer: That is not going to work. In the US each OEM garage has the
right to sell what cars he wants to and to use whatever lubricants he wants in
his garage. The OEMs have no power over the individual garages.
Me: OK, in which case we will need to use our brand presence in the DIY
segment to create a pull effect onto the garages. For example we can co-
advertise at shows such as the Detroit Auto show to create demand for our
lubricants when they get their new, expensive, cars oil changed. This will
create an incentive for individual garages to stock our product.
Interviewer: Good. Now the client has been thinking about vertically
integrating into the DIBSE business. Do you think that is a good idea?
Me: It will depend on how much margin is available in that business, how
easily we are able to cross sell to our existing customers and whether there
are any synergies with our existing business.
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Me: In which case, the variable contribution per car change is $5. The total
fixed cost is $310,000. Hence we need to process 62000 cars per year to
break even. Assuming we are open 300 days a year, we need to process
around 200 cars per day to break even.
200 cars per day – assuming a 10 hour day, means we need to process
around 6.5 cars/bay/hour.
Our capacity is 4 cars/bay per hour, hence this does not make sense.
Me: Well what we could do is see whether we can use this opportunity to
cross sell other products to the car owners while they were at our garage.
Me: OK, so our variable contribution has now increased to $40, which is 4
times higher than our previous case. Hence the number of cars we need to
process/bay/hour will drop to around 1.5. Our capacity has, however, also
dropped to around 1.2 hence we still can not break even.
Interviewer: good. You bump into the CEO of the firm in the lift, he asks you
for a summary update, what do you say?
Me: The reason you are loosing profits is a shift in the industry from DIY to
DIBSE. We believe we can capture some market share in DIBSE through a
deal with Wal-Mart, and have investigated the possibility of vertically
integrating into the garage industry – but do not currently believe that the
returns justify the investments. Over the next couple of weeks, my team is
going to work further to identify further opportunities to use your strong
brand name to build your presence in the DIBSE segment.
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Our client is the Chicago Transit Authority (CTA). They have received
$300MM and want us to identify which of the 20 different technology
projects should be implement and in which order. Currently, they
have a 30 year old Mainframe system. They have written
bridge/translation code to interface with some of their newer
systems. However, everything is controlled by this mainframe. How
would you advise them?
I would then assess the person hours needed to implement the project. I
would then organize the projects using the following criteria:
1. How critical is the project to public needs?
2. Does the project impact critical systems of existing infrastructure?
3. Economic impact of project – measured in dollars and person hours.
4. Personnel training required for new system.
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I looked briefly into the two high profile projects, using the criteria above. I
guessed that the Smartcard project is more critical and I would choose that
over an ERP implementation.
This case was really about keeping the business goals of the client in mind.
The most important issue was to realize that CTA’s goal is NOT to cut costs
but to provide service. I was later told that CTA had enough money to do all
the projects. They were required to implement some money losing projects
as well because they were legally obligated to implement them. The
interviewer also wanted to see what criteria I would use to prioritize different
projects. He wanted to see if I could logically structure my approach, and
assess the impact of my recommendations on the technology infrastructure
and business goals of the client.
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• Explored the product mix and was told three kinds of revenue sources
for the company. Looked into revenue and cost and was told costs
were already cut to the bones.
• Focused on revenue for films as it was the biggest revenue stream,
and I would first explore the changes over the years. I have found the
price went down by 25% over 4 years. The interviewer confirmed that
the buyers were exerting pressure on the price.
• Then he pulled out a table of sales revenue and discount given by
salesperson. I pointed out that some salespeople were giving far more
discount than other people and this could adversely affect the actual
price the company can get.
• The interviewer asked to give recommendation at that point. The
reason for declining profit is decrease in price of films. Key drivers
were buyers’ pressure and problematic sales force practices. The
company should focus on the driver it can control (i.e. the sales force)
and change its commission structure to align the sales force interests
with company’s interests.
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Waiting time
Factories at the bridge
1h
Ferry route
bridge
6AM 10AM
50,000
workers
My idea was to go over an NPV calculation and say that this is the maximum
amount the client could bid for this project:
Detail of my analysis:
• Revenue: if we gain market share the traffic condition will improve on
the bridge so there is a limit to our potential market, WTP, Price
elasticity, seasonality
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The second part of the discussion was about the other competitors / game
strategy:
• Do we have strategic advantage? (no)
• How can we build one? (marketing, financing)
Finally, the discussion was about the what is the appropriate discount rate:
• Could be a major source of difference with the competitors evaluation
• Need to estimate the risk related to the steel mill industry (this
industry is declining, however the major is planning to attract new IT
business in the area)
• Need to assess housing development near the factories
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• Q(max quota) is the total sold in the markets before they become a
single market, Q (company) is the total units the company can sell in
the market. The company has 30% of the Eastern Europe market
which amounts to 150,000 units. The variable cost per unit is $9 per
unit.
The company pays no fee to sell in this market so the company makes profits
beyond what would be expected because Q is restricted.
In Eastern Europe the price is lower, therefore, goods will flow from the East
to the West where people will pay more until the markets reach equilibrium.
After you draw the graph you can start to speculate as to what will happen
when the two markets merge. The price must move up for the East and
down for the West. I was asked, “How would you find out what the price
would be?” after I had told the interviewer the direction of the price
movements.
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That’s when I said I would need to know the elasticity of demand. Using the
elasticity of demand = %∆Q/%∆P:
• If the price in the west decreased 10% (1.75) then Q would increase
to 2.1M.
• If 100k units went from East to West the Q in the East would decrease
by 20% (100K/500K)
• Price in the East would increase by 20%.
These calculations could be repeated until the price was solved for.
European Union
(West) Europe (East)
$17.
$1
2M 500K
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• Ask the interviewee what could have happened? Expect prices to drop
from a monopoly position based price, to a market price. NorthBeer
entered the market with low prices to build market share.
• What else could have happened? Cost increases:
o COGS may have increased due to smaller volumes being sold in
Tanzania.
o Marketing costs may have increased to stop NorthBeer’s entry
and
o Labor costs may have increased due to second potential
employer being available.
• In fact after a couple of years both the Kenyan and Tanzanian parts of
the business were making a loss. What should SouthBeer do?
• NorthBeer is also not making money
• NorthBeer has 90% market share in Kenya and SouthBeer has 80%
market share in Tanzania.
• Information given – we think the MS of S beer in Tanzania is worth
$80M and the MS of N Beer in Kenya is worth $180M.
However when evaluating how much you would pay for the business also
needs to consider:
• Is profitability of market share related to market share %, or have we
captured a high profitability niche market?
• Cost cutting opportunities
• Cross selling opportunities
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Interviewer then asked: How would you go about estimating future revenues
streams, ignore volumes but focus on how would you get good pricing data?
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None
Discuss the range of different means of revenue generation for the bank:
1) Interest bearing accounts: Can they offer a range of accounts targeting
different parts of the market?
2) Credit cards: can they issue credit cards as a means of gaining additional
revenue. This would depend on how wide spread credit card usage was in the
Mauritius.
3) Extend other financial services such as insurance or share dealing options.
4) Look to expand to other islands such as La Reunion or other territories.
Interviewer: OK, so how large do you estimate the life insurance market to
be?
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People who are going to buy life insurance are those who have dependents
and want to leave them money in case they pass on. Let’s assume the
average marriage age in Mauritius is 20 and the average lifetime is 80 years.
Then total number of people who might be interested in a life insurance is
around 600,000 ((80-20)*1,000,000).
Interviewer, that sounds low, say $200. In which case how big is the market?
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Dog Food
• Your client is a maker of premium dog food sold exclusively in pet stores
and vet clinics. They had $500M in sales in 2003.
• Revenue growth had been steady at about 10% for the past 15 years, but
since 2001 has declined to 2% annual growth.
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$4.50
$4.00
$4.00 $3.80
$3.60
$3.50 $3.40
$3.20
$3.00
$3.00 $2.80 $2.75
$2.60
$2.50 $2.50
$2.50 $2.25 $2.20 $2.10
$2.00
$1.50
$1.00
$0.50
$0.00
Dog A B C C D E F G H G I J K
Food
33% 33% 17% 17% 15% 20% 30% 30% 15% 20% 25% 25% 20% 10%
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Total/Average $3.5B 6%
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Its early 2003 and you are staffed at a leader ISP. It’s been a dismal
year with declining profits for this company and the CEO has recently
announced that this will be reset year and that they are looking
forward to 2004 being a rebound year with aggressive revenue
growth. The CEO has been getting mixed messages from 3 camps
within the organization. One camp thinks AOL should focus only on
content and ditch the dial-up service offering. Another thinks they
should focus on connectivity alone and a third camp thinks that the
best strategy to grow revenues in 2004 is to focus on both. We’ve
been asked by the CEO to recommend some actions. We are the first
team meeting, what issues do you think we should look at to assess
the situation and come up with a recommendation.
The discussion was fairly high level and did not involve any numbers (at least
none that were used in calculations). The goal was to develop a high level
approach and some ideas for revenue generation for the ISP.
Information given:
• Client offers connectivity through a dial-up service only, and provides
content to its customers
• Client has considerable proprietary content
• New content takes 6-12 months to create.
• The competition in the dial-up space has been fierce and has been
driving prices down.
• Our client currently charges on average $20/month for its service.
• They currently have have 27 million customers,
• 17 million customers have left this year alone
• Customers can be categorized by age and value drivers
• < 20 yrs - driven by price, looking for cheap connectivity
• 20-45 yrs – has wider bandwidth needs
• >45 yrs – convenience and simplicity
• Two options are currently being considered
o Partner with local DSL/Cable service provider to offer their
service with a broadband version of the content
o Our client chooses the right connection (DSL/Cable) for its
customers and what’s located in their area.
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In order to make sure I understand our client’s revenue model, I would like
to know what specific products and services provides?
Ok, our client offers connectivity through a dial-up service only, and provides
content to its customers.
Do they develop all of their own content or do they partner with other
content developers?
Ok, now that I have a clearer understanding of what our client does, I’d like
to look at the reasons why profits have been declining? First, I’d like to start
by understanding our current revenue streams. Has there been significant
price decline in the past year?
Yes, the competition in the dial-up space has been fierce and has been
driving prices down. Our client currently charges on average $20/month for
its service.
So, it looks that at least part of the profit decline has come from decreased
revenues due to pricing pressure. Now, I’d like to look at the customer base
and understand the trends there. Has our client been losing a significant
number of customers?
Yes, they currently have 27 million customers, but in 2003 so far, 17 million
have left.
I’d like to learn more about the segmentation and value drivers of the client’s
customers? Have the customers that they have lost come from a specific
segment?
I would guess that our client is losing a lot of customers from the 20-45 age
group due to the competition from broadband providers. Has our client
thought about developing a broadband product offering?
Yes, we think that our client should focus on the broadband opportunity to
see how it can prevent losing customers from this segment.
Well, they would need to assess the costs of offering the new service vs. the
potential revenue they would be able to generate by stopping current
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What do you think are some of the costs that would be associated with
developing a broadband product offering?
Ok, let’s talk about how they would provide the broadband service. They
basically have 2 options. 1) Partner with local DSL/Cable service provider to
offer their service with a broadband version of the content 2) Our client
chooses the right connection (DSL/Cable) for its customers and what’s
located in their area. Which one do you think they should choose?
They should probably choose the one that will allow them the most control
over their costs. I think that would be to have our client choose the
connection for their customers.
Ok, so, we’re in 2004 and we some quick revenue generation ideas. Keep in
mind that most content takes 6-12 months to develop internally. Do you
have any ideas for other products and services that our client could generate
revenues?
You are in a meeting with the CEO and he wants to know what we’ve found
so far, what do you say to the CEO?
I think the best route to increasing revenues for 2004 would be to focus on
the segment of your customers where the majority of churning is happening,
that is the 20-45 age group whose value driver is greater bandwidth. We
should look at partnering up with some broadband service and content
providers to develop a product offering for this segment.
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Automotive parts – this has three different areas within the division
Construction materials
Automotive parts – this division owns four separate companies
Initial Structure:
Cost (tailor to specific industries)
SGA
PPE
Purchasing
Other Operational
Distribution
Design Services
Best Practices in general
Revenue
Cross-selling
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Cost
SGA
Selling – Should consolidate sales forces across automotive divisions. I
would like to see a central director over both to ensure use of best practices.
We should be able to have sales people who rep all of the rubber companies
instead of individual reps for each subsidiary.
G&A - Accounting, Billing, Finance, should be consolidated to reduce cost
and improve quality. Billing, some accounting, and some finance can be sent
to India. This has been common in many industries and should not be
difficult to accomplish.
PPE
Since much of SG&A is being consolidated we can combine some/all of our
headquarters
Utilization – We need to see where there is opportunity to consolidate and
achieve high levels of manufacturing and design utilization (balanced with
growth plans). Main areas are across metallic auto, across rubber auto, and
maybe minor opportunities with metallic auto and construction.
Foot print rationalization - Balance this with customer locations/distribution
and manufacturing costs. Could be big opportunities to send manufacturing
to China
Purchasing
This must be centralized to maximize our buyer power across all three areas
and reduce headcount
Other Operational
Distribution - Main opportunities between auto areas. These divisions share
customers. Therefore, distribution network may have substantial
opportunities for trucking/shipping.
Design Services – Tied in to utilization tick. Again consolidate within each of
the auto areas and share best practices across both. Offshore much of
computer aided design and lower level engineering work that requires slightly
less communication. This should save you 50% where used and can also
improve timing because you will have teams working around the clock.
Best Practices in general – Structured product development process, etc
Revenue
Cross-selling in auto – Central director will help focus the sales team to
leveraging contacts across areas. You may be tempted to go to OEM’s as
central supplier and even offer integrated solutions, but this will not give you
supplier power with them. It would likely make you a bigger target for price
givebacks. Integrated solutions have been popular with the OEM’s, but
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Income Statement:
• Revenues from New CDs $704M
• Revenues from Catalogs $444M
• Total COGS – $900M
• Store rental overhead $150M
• Labor expense $90M
• Profit: 8M
Me: Having established that the market is shrinking and we have already
seen consolidation to a few big players, it is going to be hard to capture any
additional market share through acquisitions or marketing ploys.
I assume that the cost we pay for a CD is similar to other players, and that
we hold minimal inventory?
Interviewer: Correct
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Me: I would like to look at the profitability of each part of this business. Do
we have any data on how the overhead costs are allocated?
Me: I expect that the costs will be allocated by square foot space occupied.
Can you tell me how much space we have dedicated to New and Catalog
CDs?
Interviewer: 90% of our space is catalogs and 10% is used for new CDs.
Me: interesting, in which case we can actually allocated those costs better
and carry out an ABC analysis on each part of the business. I will assume
that the labor costs are similar to each and can be divided by the number of
CDs we sell.
Me: We have $704M revenues of new releases. At a price of $15 , this means
we sell around 60M new CDs and around (404/12) 30M catalog CDs. Hence:
So the New CD business is profitable for us, but the Catalog business is
unprofitable.
Me: The reason we are not making large profits in this segment of your
business is that the Catalog CD part of the business is loosing money. The
New CD business is still profitable and over the coming weeks my team is
going to look at: whether we can optimize the space used for catalog CDs,
whether we would lose any cross selling opportunities if we reduced/removed
the catalog CDs and what product we can best place in the space previously
occupied by catalog CDs.
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• Your client is a major air freight shipper. They operate in the US and 60
other countries
• They have significant international share, but a much smaller share in the
domestic market
• Our client has had only marginal profits and with the new entrants to the
international market are concerned that they will not break even this year.
What should they do?
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Ship USA
15%
Ship USA
60%
our client
60%
our client
15%
Domestic International
Cost Structure
Other Variable
Costs, $0.10
Other Variable
Costs, $0.10
Delivery (Trucks), Other Variable
$0.30 Costs, $0.10
Delivery (Trucks), Delivery (Trucks),
$0.40 $0.20
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• Our client reduced prices to compete with lower prices than Ship USA.
However this did not move share significantly
• Retail prices provided in the cost structure slide are typical of US rates
• Express Ship has lower delivery costs because it has significant share
in the US ground business, which our client does not compete in.
• International growth is expected over the next 10 years
• The client has optimized variable costs. There are no major cost
savings (direct the interviewee away from this area after they mention
it)
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IMPORTANT (do not give this piece of information away unless specifically
asked): not all surgeons have the same needs when it comes to gloves. For
example, some need thicker gloves (e.g. bone surgeons) than what is
currently available, so they use 3-4 pairs of gloves, one in the other.
Cost structure:
Variable costs
• Raw materials is 60% of variable cost. This is mostly the cost of latex,
which is a commodity. The client has maximized any purchasing
economies of scale due to its size.
• Labor is 20% of variable cost.
• Overhead is 20%.
• Fixed costs
• We have a plant in Malaysia, where we produce the gloves, similarly to
competitors.
Manufacturing issues:
• Surgical gloves are more difficult to produce because they need two
molds instead of one, the fingertips need to be bent, sterilization is a
bigger issue and thickness is higher.
Sales issues:
• We sell to all major hospitals in the US and we have reasonably far-
reaching operations abroad.
• We have good relationships with the hospitals we sell to.
• Hospitals have need for many different accessories, not just gloves:
gowns, tablecloths, masks, needles, scissors, etc.
• State how (by what measure) you will maximize shareholder value and
list the factors impacting that measure that you will have to look at.
• IMPORTANT (many people miss this): Prioritize which segment to look
at first by calculating the current profit made in the exam glove
segment ($4.5 M) and the surgical glove segment ($25 M).
• Identify the key issues that need to be addressed in each segment
(with a greater focus on the surgical segment:
• Surgical segment: we are not leveraging our dominant position and
good relationships in this market. Growth is lagging behind our
competitors.
• Exam glove segment: our margins are being squeezed and we are not
serving the new growth segment that is outside hospitals.
• Provide recommendations:
• Surgical segment:
• Innovate with existing products. E.g. do a survey of surgeons and
assess their needs. Introduce product modifications, e.g. a thicker
gloves for bone surgeons.
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Your client ABC company has one main customer, XYZ. Revenues
from XYZ have been declining. How should they grow revenues from
XYZ
This is a “generic” case and the aim is to discuss issues that are relevant to
almost any industry/company
XYZ represents 30% of ABC’s revenues
ABC has over 100 customers in total
This is a very broad case, so the candidate should outline potential issues
and how they could be addressed. Using business logic and explaining
rationale is key. One approach to cracking the case is the following…
Understand why XYZ revenues are declining
• changing needs
• dissatisfied w/ ABC
• quality
• price
• service/relationship
• changing product mix
• Changes in macro-environment/XYZ’s ability to compete
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Long-term/Big Picture
• Are other customers at risk?
• Is company too dependent on XYZ? Should they diversify revenue
base?
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This case was given in several parts. When giving this case discuss
the first question and move on to each subsequent question.
What is the maximum price that our client should bid for the
dinosaur?
Push the interviewee to make reasonable assumptions for all data that is
needed. The only additional information provided was that the park will be in
a major metropolitian area in a developed, Western country.
Assuming that there will be a virtually unlimited number of people who want
to see the world’s only dinosaur, the number of visitors is determined by
capacity. Therefore, designing the park to maximum capacity is key. To
determine the capacity you must figure out the best layout for the exhibit.
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Our client had an antique store in downtown Chicago that could not
meet the sales targets. Therefore in order to attract customers, the
owners of the store (a couple) have started to make home made
sandwiches. After a while the sandwiches have become famous
around the area, so they have increased their profits and they kept
going. Currently, they want to expand by opening new stores, but
they do not know whether it is a good strategy. They want you to
develop their strategy to grow regarding the cost and the business
drivers.
Interviewer Hot Tip: Although it was a first round case, it was given by a
partner. He barely gave data, therefore I made assumptions most of the time
to proceed. He continuously asked for creative and reasonable ideas.
Since the partner did not speak at all, I put down my structure and followed
it. Therefore it was not a dialogue. During the case, it was hard to
understand whether he liked my structure and ideas, but he gave very good
feedback at the end. The key in such cases is to keep confidence, stick to
your structure and proceed with reasonable assumptions. And a creative
recommendation would be a great final.
• The store mostly serves sandwiches during the lunch time. 75% of the
revenue is generated by lunch with the rest after 1pm.
• The store is fully utilized during lunch and under utilized at other
times.
• Sandwiches are 50% of the revenues, desserts 10%, chips 10% and
drinks 30%.
• Variable costs: raw materials, labor and processing. Fixed costs: rent,
SG&A, insurance and depreciation.
I put some effort to understand the competition and the customers’ value
drivers that would give me a direction to focus about the direction and the
mode of the growth that I could recommend for my client. Here are some of
my findings and assumptions:
• Competitors are the restaurants around serving mostly from
11:30am– 1:30pm.
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• Rents are high in downtown Chicago and the new stores need to
breaking even soon to enable further growth opportunities.
• Most customers are working people who want a quick lunch and some
non-working people and the students.
• Currently there is no delivery service, this can be another option to
generate additional revenue.
• They need to keep the reputation of serving home made delicious
sandwiches in an antique decorated atmosphere.
After that, I focused on the direction and the mode of the growth applicable
for my client. Starting with the option of opening new stores, I have listed
the alternatives and evaluated each one briefly.
Mode of growth:
• With internal resources
• Alliances
• M&A
Direction of growth:
• Internal business
• Vertical integrations
• Diversification (related and unrelated businesses)
• New geographic areas
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• The overall goal of the hedge fund is to maximize returns and they
tolerate a high amount of risk
• Individual investors invest between $20M-$100M
• All seven researchers currently report to the head of trading
• When the trading department has a question on an investment the
head of trading will contact one of the Senior Analysts and ask him to
evaluate an investment. The Senior Analyst will then prioritize the
request and divide it between him/herself and the Junior Analysts
• Investment research (even an individual request) can usually be
broken into several discrete pieces
• The CEO does not want to fire anyone
• Both Junior and Senior analysts feel that they are doing work that is
beneath them
• If investment research work was pushed down to the lowest
competent level the work could be divided as follows
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Hot tip:
Considerations
How to compensate
Reporting lines
Appropriate leverage
III. Sample Solutions: Please synthesize how you cracked the case.
Using data provided on work allocation I calculated how many of each level
of worker would provide appropriate leverage to the senior analysts.
If a research project takes 100 hours it would be broken down between (in
hrs):
total time Sr. Analyst Jr. Analyst Assistant
Data Gathering 20 5 5 10
Analysis 60 12 48 0
Synthesis 20 16 4 0
TOTAL HOURS 100 33 57 10
Therefore, one senior analyst should have roughly two junior analysts and
one assistant can be shared between 3 Senior analysts.
Thus, based on the current four Senior Analysts our client currently has they
should create the following organizational structure
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Our company uses wood pulp and chemicals to make paper. A recent
innovation at the R&D department has increased the grease
resistance of our paper by 10 times. The client needs help in
deciding on whether to switch its production facilities to manufacture
this new type of paper. (This is an either/or decision).
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(You can look on this on per-sheet basis, instead of per-bag basis. In that
case, you need to make twice as much profit per sheet because you are
selling only half the volume. You should then charge 18.75+2*5=28.75.
This is still better than 30 cents.)
Strategic Implications:
We could capture some new business and increase our market share by
selling this cheaper, better paper, and now we have the capacity to meet this
increased demand
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Before assessing the fixed costs, I want to know what are the major
inputs (i.e. raw materials) used in generating electricity.
Ok, so, I think that the major variable costs involved would be the
following:
Natural Gas
Labor
Distribution – infrastructure to connect utility grid
What are the actual costs for each of these buckets of costs?
Let’s say that the variable costs are gas and labor, gas costs $40/unit and
labor is $10/unit.
Ok, so now that we have looked at both the fixed and variable costs
involved, I would like to assess the potential revenue that may be
generated from this investment.
Given that electricity is a commodity product, I would like to know the
current market price of electricity in our client’s market.
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$100/unit. Given the data you have now, will this investment be
profitable in the long-run and how long would it take to pay-back?
Calculate contribution margin and assuming they are able to sell the full
capacity of 2,000 units/week.
The useful life is approximately 30 years. What else could you do?
Look at the payback period of similar investments our company has made
to determine if this was in-line with this payback period of those
investments. I could also use industry benchmarks.
That’s a good point, how would you go about estimating new demand for
electricity.
So, the things that drive new electricity demand would be new home
starts, business growth – i.e. industrial complexes, growth in consumer
devices that use electricity, such as white goods.
I would look at consumption trends such as the move towards low energy
appliances and how that might impact the projections.
I would also look at the moves that competitors are making, i.e. the
impact that new capacity from competitors might have on my ability to
set prices.
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Interviewer Hot Tip: Profitability is the main driver. Therefore you need to
compare the cost structures of both thorough the value chain and potential
revenues. But never forget to consider other issues.
Warehouse Delivery:
plant Retailer dist. Retailer Store clerk TOTAL
center ships merchandiser
$1.75 $0.30 $0.70 $0.25 $3
(Then I got the above data). So direct store delivery seems more costly.
What are the prices we charge for both?
Price per product charged in direct store delivery is $7 and $6 for warehouse
delivery.
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Not so quick. I presume that direct store delivery might have some
advantages over warehouse delivery that affects sales positively. So at the
end, direct store delivery may be more profitable.
Like what?
The important point in this case was not to limit the analysis with the
profitability per product. There are also qualitative issues (which can be
quantified if the interviewer has data) to consider in order to come up with a
recommendation.
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Corn farmers usually save a portion of the harvest to use as seed for
planting it next year. However, in countries with high GDP, farmers
typically purchase and plant hybrid corn, which is bred for specific
characteristics, such as insect resistance. Another important
characteristic is yield—how many bushels per acre can be grown
from the seed.
Our client has developed a new hybrid with higher yield and would
like to know how to price it.
Complication:
Extra 10 bushels/acre*$10/bushel=$100/acre
• This is pure profit, because the customer still only has to buy two bags
of seed corn. The additional value to customer per bag is therefore
$50 (because 2 bags are needed per acre).
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• Based on these data and the current cost per bag, we can charge up to
$80+$50=$130/bag.
When I asked whether the value of this hybrid is apparent to the customer, I
was told that research has been published in a magazine that farmers trust,
so this shouldn’t be hard to sell.
The cost to the client is the same, so we can charge up to $120 per bag (we
would want to leave some money on the table to induce purchase and gain
additional market share).
Complication:
All of the above seemed pretty obvious. The interviewer complicated matters
by telling me that a weather event occurred 30 times in the last 150 years,
which caused the crop to be completely wiped out. I was asked whether and
how this would impact pricing.
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First tell me the major data / information you would need to make a
thorough analysis and then whether or not you would recommend it.
First, I mentioned all relevant points necessary to analyze the case (financial-
>investment needed, cost of capital, expected benefits due to merger;
operational-> how the checks are collected from the branches, how they are
processed, synergies in terms of process and best practices, etc, so we could
see whether there is any room for improvement. Then I said that we should
do an NPV analysis to verify the viability or not of the merger.
If you work the numbers you will get the NPV for bank A -20M and for B
+80M. So the merger would be good for bank B but not for bank A. However,
since the overall combined unit cost is reduced by the merger, it creates
value and should be made if the NPV for A were also positive. To do this we
should reduce the investment for bank A and increase the investment for
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bank B. The best case scenario would be splitting the added value by
merging the banks. That is, making both banks realize the same NPV
through the merger. For this to happen, bank A should invest 50M and bank
B 150M. This way both banks would end up having NPV of 30M and the
merger will likely go through.
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Key insights:
Many of the windows are designed with features that are usefull in cold
regions not hot ones
This firms economy windows are still more expensive than the competitions.
I began by trying to better understand the industry and the company. I was
provided with information at this point about the three segments, but not
share numbers. I then further explored into the product lines and was given
share information.
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Next, I explored ways that the company could grow revenues including:
International Expansion
Focusing on distribution and sales in the South
Increasing share in the economy segment
The interviewer then asked me why we might have lower share in the South
and economy. It was then revealed that many of the features our client
focuses on are designed for cold weather, not sun/heat. Additionally, our
economy line windows are still more expensive than competitors that offer
very few features.
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This plant produced only one type of drug in three different types of
packaging. This drug requires a unique manufacturing process. It is
an OTC drug.
The management is trying to figure out what is driving such high unit
costs and then what could be done about it.
General Information
• Plant located in New Jersey.
• Wage rates in New Jersey are higher by about 40%
• Utilization in New Jersey plant is about 33% of capacity
After figuring out that cost overruns were caused by labor and capacity
issues the interviewer pushed me for potential cost cutting solutions.
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Possible solutions:
Manufacture other drugs on the same line
Not possible since the equipment is set up uniquely for this drug and other
drugs produced by company cannot be manufactured at this plant
Enter a joint venture with someone where they sell the plant but tie up close
to 40% of the capacity captive to their requirements in the contract. So unit
costs are lowered.
This, the interviewer told me, was what the company actually did.
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A B C D E
W
Country Managers
= Operating Unit
The CEO wants to reorganize the company into “Natural Business Units” or
functional silos. However, he wants to know how
He can ensure that synergies across business units are still leveraged
(because there are some)
He can convince his managers to work together to extract synergies
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CEO
Steps:
1. Identify what synergies there are
2. Define metrics to evaluate how business heads work to extract
synergies with other business units
3. Put incentives in place to reward synergies
Identifying synergies:
There may be multiple ways to do this, but this is one…
Spectrum of Work
Unique Work
Common Functions
Potential Synergies (i.e. manufacturing,
(i.e. purchasing,
(i.e. Marketing) Etc)
technology, etc)
Within this spectrum of work, synergies can be found in 2 areas (not Unique
work). The common functionalities should be easiest to group together to
obtain economies of scale and scope.
Finding synergies in the potential area will be more difficult. One method to
identify them is to evaluate customers of each business unit. If customers
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are similar (i.e., both the Steel Unit and the Financial Services group make
loans to medium size businesses) then there are some likely synergies.
In order to create buy-in and sell this to the executives the CEO must show
the benefits of cooperation to his executives
Potential savings from common functions
Potential increased revenue/profits from bundling (for example) products
with other business units
Define Metrics:
These may need to be subjective or 360-degree reviews from other
business units
Incentives:
Performance against “synergy metrics” must be included in executives’
compensation in order to give the new structure and synergy promotion
teeth.
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The client is looking to enter the U.S. market (which is also its production
location).
R&D costs are sunk.
No money has been spent yet on commercializing the product (i.e.,
manufacturing, selling, etc.).
The additional carbohydrates and protein are the only differences between
the new and old corn.
Customer segments: 10% human consumption, 10% industrial production,
and 80% animal feed.
Major value drivers by customer segment:
Humans: taste and nutritional content.
Industrial production (extracting starch to produce ethanol products):
carbohydrate content
Animal feed: nutritional content
The following information on nutritional requirements was given:
Interviewer: Good questions. We are only targeting the U.S. market, which
is where we are considering production as well. Consumer preference for
corn varies by geographic location so this is an important point.
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Interviewee: Is the only difference between our product and traditional corn
the additional carbohydrates and proteins?
Interviewer: Yes.
Interviewee: I would think that the primary consumers of corn are people
and animals. Does this seem accurate and are there other major
consumers?
Interviewee: Interesting. What this tells me is that our target segments for
our new product would be industrial production and animal feed. Given that
animal feed is 80% of the market, I would like to focus on this segment first.
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How would you price the new corn product to push the old corn product out
of business?
Interviewee: Let’s consider how much a farmer would pay for an old corn
and soy mixture. In order to satisfy the 1000/day carb requirement, you
would need 20 bushels of corn (satisfying 500g/day of the protein
requirement), which would cost $50/day. Because soy is cheaper per unit of
protein ($3.50 for 50g versus $2.50 for 25g), the farmer would purchase 10
bushels of soy to satisfy the remaining 500g/day protein requirement. This
would cost $35/day. Therefore, the total cost to the farmer is $85/day. In
order for the farmer to be indifferent between new and old corn, the new
corn should cost $50/day. Because the farmer would only purchase 10
bushels to satisfy the carb requirement, the price/bushel would be $5.00.
However, in order to encourage switching between the old and new corn
products, you would have to provide incentives to the farmers (e.g., charging
$4.99).
Interviewee: Let’s think about this. Revenue equals price times volume.
Depending on how elastic demand is, we can gain volume by pricing lower.
How could we gain volume? Well, we could encourage farmers to purchase
our product alone to satisfy the daily requirements, therefore pushing both
the soy and old corn producers out of the market. If we priced at $3.50,
farmers would be indifferent between our product and soy in terms of protein
value. We would earn sales of $70 (20 bushels times $3.50/bushel to satisfy
both requirements using new corn), which is higher than the previous
scenario of earning $50/day. Additionally, farmers would be better off
because their total cost is now $70/day versus $85/day.
Interviewer: Sounds good. Do you have any questions about our company?
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• Revenues have declined for the last 3 years. Revenues were $5.5B in
2000, and $4B in 2003.
• Average price of a vehicle has declined from $25K (in 2000) to $20K
(in 2003).
• Quantity sold has also declined from 220K (in 2000) to 200K (2003).
• There’s no material change at the cost side.
• Revenues have declined for the last 3 years from $5.5B in 2000 to
$4B in 2003.
• Average price of a vehicle has declined from $25K (in 2000) to $20K
(in 2003).
• Quantity sold has also declined from 220K (in 2000) to 200K (2003).
• selling to dealers. Our cars are mostly preferred by a niche segment
who likes big and high-end cars. Our segment is comparably small but
it was profitable.
• Demand is still strong for our cars and we have a loyal customer base.
• No information on competitors or competitor pricing
(Here I told couple of ideas specific to automobile industry and the nature of
demand in Europe in order to find the real problem. The interviewer liked all
of them; however none of them were the real problem causing the decline in
the price. Then I found the real cause; which was currency issue.)
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We found that our client has been making loses because of the currency
effect, more specifically dollar’s declining value against Euro. Since our client
is one of the big 3 auto manufacturers, then it has manufacturing facilities
also in Europe. I recommend our client to produce in Europe to sell to the
European market. Therefore our client doesn’t suffer from the currency
effect.
Of course, capacity is an issue here. If the European facilities are not enough
to handle additional capacity, then our client should decide based on a cost-
benefit analysis whether the costs of increasing capacity can be compensated
by the increasing revenue. Since this is longer term solution, in more short
term, our client should try to make agreements with the dealers to increase
the price or to receive the payment in terms of dollars. Since switching costs
are higher for the dealers, they may be willing to make an agreement
according to their margins. Besides, our client should expand its sales to
other segments rather than high-end niche segment. Then there might be
serious volume advantageous.
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Our client is large telecom service provider. In the past the telecom
industry has enjoyed a monopoly as various regional telecom
companies established monopolies under government protection.
Recently the US government has passed a new law that allows
competitors to enter other regional areas where there is already an
incumbent present. The competitor (new entrant) can lease
incumbents infrastructure and target incumbent’s customers. The
incumbent will HAVE to charge the price set by the govt. The client
has seen some cannibalization in their region so they set up a new
division to penetrate other regions. However, for the last 2 years that
venture/division has been unprofitable. The CEO wants your
judgment before he makes a decision to shut the division down.
Cost structure
• SGA is $5.10 – half of which is FC and other half is VC.
• Client believes that they can reduce SGA by 10% at most without
affecting quality of business.
• Government has set a price of $36.90 that client has to pay to the
competitor per customer per month.
I would like to understand the revenue structure of the client. Can you tell
me how many customers does the client have?
1 MM
I think that client has done really well by gaining 1MM customers in just 2
years in a new territory. Seems like the client has good service offerings.
What about prices? Is there also a standard price for each customer or is
there some price discrimination?
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You are right there is some price discrimination but I have the avg price per
customer per month of $38.60. This price is 10% less than the incumbent
player.
Let me go to the cost drivers now. Could you tell me the FC and VC drivers?
Obviously the govt set price will be a big factor.
SGA is $5.10 – half of which is FC and other half is VC. Also, govt has set a
price of $36.90 that client has to pay to the competitor per customer per
month.
Ok, looks like the client is not even making money at an operating level. I.e.
ignoring FC client is still losing money per customer. Obviously, the $36.90
that client pays to incumbent cannot be changed because it is set by the
government policy. I’d like to look at SGA and understand whether client is
operating at industry average or not.
Good point. Client believes that they can reduce SGA by 10% at most
without affecting quality of business.
OK, reduction of 10% on $5.10 of SG&A does not even let the client break
even. You mentioned that there is some price discrimination and the price
you gave me was an avg price. Could you tell me about customer segments?
Could you tell me what percentage of client customers are business vs. non
business?
The client is heavily relying on a very price sensitive segment of the market
and thus pressured to reduce margins. I recommend that the client should
not close the non-business division but try to switch from targeting non-
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Touring Exhibits
• One revenue stream is touring exhibitions. Each year the museum sends
on average 12 exhibitions to another museum. The average cost per
exhibition is 60k.
• Revenues for touring exhibits over the last seven years: 80K, 70K, 70k,
60k, 40K, 40K and 50K.
• Variable costs comprise most of the exhibits cost (insurance, traveling
curator, transportation)
Capital Investments
• Each year they get 6M £ to invest in capital projects and they want us to
determine their returns.
• The security cameras are part of a 5 year project where the same amount
of money will be invested each year.
o Museum saves 500K on security guards for first 5 years
and £1M in perpetuity.
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Well the total average income over the last 7 years is 410K and the total
average cost is 420k. Hence on the average we loss money – ignoring any
discount factor.
An number of options:
Focus on the big exhibits which make money and cut out the small, less
profitable ones.
See if we can send exhibits to more than one location
Only do exhibits in the Good years, and store them during the bad years.
OK, lets focus on sending them to more than one museum. What do you
think the costs are?
Obviously there will be some fixed costs to get each exhibit ready, but the
main costs will be variable, in particularly insurance and specialized
packing/transportation. So it may only be profitable to send to more than
one location if the additional transport costs are smaller than the net
revenues.
Excellent, they also send a curator along with each exhibit. The museum
asked us to look at their capital budget. Each year they get £6M to invest in
capital projects and they want us to determine their returns.
Extra info:
The additional advertising brought in an extra 10% of visitors and the
security cameras is part of a 5 year project where the same amount of
money will be invested each year. We expect during the installation that we
wills save 500K on security guards and after the project is complete we will
save 1M / year on security guards. The building maintenance is fixed and
hard to calculate a return on.
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During the building of the security cameras the net costs are:
Also said that all these investments are sunk costs and what we also needed
to look at was future investment plans.
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You are the CEO of American Airlines. You are just informed that the
price of oil has dropped to nearly $0. Basically, consider the idea
that you can acquire oil as easily as you could water. (Assume that
there are no significant costs in transporting the oil, acquiring it,
etc.)
Who are the first three people you would call within your
organization as the CEO? Explain your motivations for contacting
each of these people and what you hope to accomplish just having
received this information about the price of oil.
Would competitor airlines have access to the same low cost fuel? Yes
There are many solutions to this case, a good solution will have a solid
upfront framework (touching on most of the major issues) and show some
creative thinking.
Sample answer:
CFO – The goal would be to understand how our oil/fuel costs play into larger
cost structure per flight. If oil were a significant portion of costs per flight,
would there be an opportunity for us to lower costs and allow us to offer
more competitive pricing on certain routes. Also, I know we have been
taking losses on flights, so would lower costs allow us to increase capacity in
order to increase revenues? Is there some difference in fuel costs between
direct flights and indirect flights (1-stop or 2-stop)? Perhaps we can now
afford to fly more direct flights between long distances because of lower fuel
costs and gain an edge against competitors.
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I would want to better understand the perceived value of direct and indirect
flights and if there is opportunity for us provide lower priced direct flights out
of Chicago since that is our hub.
Interviewer: Okay, let’s focus on your first conversation with the CFO. You
mentioned that you would consider lowering your prices with your lower fuel
costs. However, your competitors can then lower their prices as well and you
could potentially get into a price war, further depleting your revenues. Are
you sure about this? What else might you consider?
Answer:
That’s a good point, since competitors would have access to same low cost
fuel and assuming they have a similar cost structure. One possibility would
be to differentiate our service. For example, some competitor airlines out of
Chicago likely have lower airfares than us for certain destinations, but they
have 1 to 2 stops in between. AA, on other hand, offers all direct flights out
of Chicago (because the city is our hub) for a slight premium. Perhaps, we
can now lower our prices to compete with indirect flights prices but with the
added value of a direct flight. It serves to our advantage that Chicago is our
hub and one of the busiest airports in the country because this will give us
huge volumes of direct flights.
Another possibility would be to consider the Southwest model for AA. Now
that oil is cheap, does it become economical for us to operate flights very
short distances such as a Chicago to Detroit and offer a more convenient
option to driving, other modes of transportation.
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Market size
• Approximately 1% of people over the age of 55 will need open heart
surgery in any given year
• Heart stents are more effective than other alternatives
• All insurance (including medicare/Medicaid) will cover heart stents
• Only cardiologists/cardio-surgeons perform the surgery where heart
stents would be used
• There are two other companies that produce heart stents, but we are the
clear market leader with over 50% of the market today.
Distribution
• There are three distribution options
• Use our current proprietary sales force
• Create a distinct sales force for heart stents
• Have medical distributors distribute our product
• Our current sales force is comprised primarily of pharmaceutical style
sales-reps with little or no medical training
• Other heart stent manufacturers use distributors
• If we were to build a new, distinct sales force it would be comprised of
surgeons who would do a heart surgery alongside a cardiologist and show
them how to use the heart stents
• It is not a problem to hire qualified sales reps for a new sales force
1
Heart stents are small “things” that keep arteries propped open during open heart surgery. They are left in
afterwards to prevent the arteries from collapsing. Alternatives to heart stents are drugs or not using
anything.
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Market sizing: Started with the US market and then expanded to other
developed countries with advanced health care
Compared alternatives:
-Drugs – may be less effective, risky, and costly
(risk: patients may not take drugs after leaving hospital)
How to distribute: I weighed the pros & cons of each alternative and
ultimately recommended a new sales force as the most appropriate.
However, if there is only a small market (i.e. new market such as Peru,
Singapore, where sales figures are not predictable and we have no
relationships, distributors may be best method at first)
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Before meeting the interview we received a ½ page write up to look over for
about 20 minutes.
Task
Are there any new entrants expected in the prescription migraine market?
No
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While additional information was not readily available to crack this case it
was necessary to recognize that current consumers will be willing to pay $2
to $3 per pill if these pills were OTC. Paying more than this is unlikely.
In order for the company to earn what they currently do they can afford to
charge as little as $15/bottle plus some additional costs if they are able to
see an increase in sales equal to the increase in market size of 10X.
Conversion to OTC should be very close to patent expiration, but before full
expiration. This is necessary in order to try and convert current customers
before the immergence of generics.
Another key takeaway is that some customers may take this migraine
medicine even if they only have a headache if it is available OTC. Consumers
tend to over-medicate themselves.
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Your client is an oil and gas company. They own the rights to explore
a offshore oil reserve in Venezuela. The oil reserve is good to exploit
for 20 years. The production from a single cell will go up in the
beginning, reach its peak, and then decline in its useful life. So in
order to keep the production level stable, they need to drill new wells
during the reserve exploration process. This makes their return on
capital goes down. The client currently spend $100M per year on rig
(every well needs a rig). They purchase rig from USA. USA has higher
labor cost than Venezuela. So the client is thinking should they take
this opportunity to build their own rigs use of the opportunity, and if
it is proper to do, how should they utilize the opportunity?
• The rig manufacturers will experience a learning curve. In the first year,
it takes 3M man hours, and in the second year it takes 2M man hours.
After that, the learning curve goes flat at 1M man hours.
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I will look at how attractive the business of producing rig is. Then I will look
capability to manufacture rig locally. Finally, I will look at how to purse the
opportunity, if appropriate.
First I will explore whether the low labor cost in Venezuela is a proper
opportunity to pursue. The ultimate standard is whether pursuing the
opportunity will bring our client cost saving so that they improve their return
on capital.
Year 0 1 2 3 4 …
Savings (50) (25) 0 25 25 …
INTERVIEWER: Well, let’s just look at pay back. How many years are needed
to pay the investment back?
INTERVIEWEE: The minimum payback time is that the selling price still
maintains at the current market price level, so the manufacturer harvest all
labor related cost savings and pass none to their customers. In this scenario
the cost savings is the profit cash flow the company can achieve. (Notice US
manufacturer profit margin is 0%). The payback time is 5 years.
INTERVIEWER: Well, 5 years pay back sounds like a risky business to get
into. Local companies may not have enough incentive to get into the
business. How do you shorten the pay back time?
INTERVIEWEE: (1) Since this will benefit local labor market, we can get
government involved, ask them to provide fund or provide debt guarantee to
lower the cost of borrowing. (2) Since we will benefit from the cost saving,
we can sign long term contract, for example, 20 years with local supplier. (3)
We can use our network in oil and gas business world and help them supply
rig to other oil and gas companies.
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INTERVIEWEE: Well, I can look more detailed into labor related cost. Since
the cost we used in our estimation is from bidding. I want to get my own
estimation to compare. As you said, labor related cost includes wages,
benefits and overhead. I will go to labor market and look at the average
wages and benefits. I assume overhead cost doesn’t change compared to
USA. I will look at the rig manufactures in USA to get their labor cost break
down to get the figure.
INTERVIEWEE: This adds up only $20, $5 bucks less than what local
suppliers bid.
INTERVIEWEE: Bidders may consider training cost and get expat from USA to
build up competence, etc. They may also accelerate equipment depreciation
since we only ask them to bid on one rig. This will make overhead cost
higher.
With this new labor cost, the savings manufactures can achieve will be:
Year 0 1 2 3 4 …
Savings (50) (10) 10 30 30 …
INTERVIEWER: Good. We are running out of time. Why don’t you wrap up?
INTERVIEWEE:
1) Our client should pursue the opportunity of low cost labor in Venezuela.
This will help them achieve cost savings and improve return on capital.
Besides, this will also help them achieve a better government relationship,
which further helps them in their oil and gas business;
2) Our client should help local suppliers to get into rig manufacture business.
They can help them by signing a 20 year contract with local suppliers. They
should work together with local government to seeks funds for local
suppliers, and to organize some cooperation activity with USA to build up
local competence
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3) Rig is expensive and quality is important for this product. Local suppliers
may be able to produce high quality rig. This is a risk factor to our client. Get
good understanding of general manufacturing quality level in this country will
allow our client make proper judgment. If quality is a concern, our client will
want to form joint venture with local suppliers so that they can have more
control on quality. Doing so will also help them further saving cost as well.
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Our client sells only to OEMS. There are two types of OEM suppliers:
sole source and the dual source. The dual source implies that the
customer makes the choice of the generator.
Of the markets they service, close to 95% of their sales comes from
the North American region and the rest from Europe.
Ask the interviewee to draw up the prices, costs and gross margins for each
case. The entire grid has to be made from the above information only. It
would look like this –
Current Possible - Best Possible – Worse
Revenues 200 210 150 (25% drop)
Costs 170 170 120
Gross Margins 30 40 30
Gross Margins % 15% ~20% 20%
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I was first asked to describe a framework to analyze the case. There was no
further information provided at this stage.
Profitability equation.
Consider the Revenues side. Analyze the price, quantity, Gross margins.
Analyze the channels
Consider the cost side – both fixed and variable to see if there is any
optimization possible.
Competition – how they could involve.
Market – growth rates, alternate uses, new markets
Product – any ways of differentiating the product
Product drivers – what determines a customer purchase and choice of
product.
For the profitability, I actually drew the grid in the interview. It helped to
make the data look neat and was easy to work through.
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Downside potential
Brand erosion: Customer may perceive us to be a discounter resulting in an
inability to charge premium prices or sell high-end products.
Supplier backlash: Suppliers may not want to supply us if we introduce this
private label product. It may cannibalize sales of their items or they may
fear brand erosion from supplying our stores.
Poor product knowledge: Thus far we have only been a customer, never a
producer. Thus we have no competency in this area and may be taking on
too much risk given the mediocre rewards available.
Sources of value:
Promotion: We will be able to price this product more competitively and
generate traffic in our stores.
Product knowledge: By, in a sense, becoming a supplier we are making a
vertical move that could increase our product knowledge and, consequently,
supplier power.
Becoming a supplier: Because we are supplying ourselves, we could also
supply other retailers. This may give us more power in the relationship with
the OEMs. We may be able to move into other product lines and create a
well known private label brand.
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The client is an integrated oil company and controls the entire supply
chain from oil wells to gas stations. They have discovered a new
automobile fuel that will increase mileage by 30%. It will also cost
10% more to produce the fuel. The fuel is similar to the old fuel in
every other way.
• There are 5 players in the industry (including our client). They all have
equal market share.
• The interviewer asked me to guesstimate what the demand would be like.
One approach – the population of the country is about 300M, with 4
people to a household, that makes it 75M households. With one car to a
household, it makes it 75M cars. At 20 gallons per week, the weekly
demand is about 1500M~1.5B gallons/week
• No special environment concerns or advantages from the new fuel.
• Under no circumstances can the client capture more than 10% of the
market due to capacity constraint
• Margins on old fuel are 10%
The basic framework I laid out at the beginning was to say that I would go
through the various issues of
• Demand issues
• Capacity issues
• Internal issues – whether we could produce it on same machinery, same
channel etc.
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• Analyze competition
• Environmental issues
• Alternate uses of fuel
Pricing
How should they price the fuel? (There is no specific information on prices of
existing fuels) but relative to the old fuel, what should be the price of the
new fuel?
What would be the margins from the new fuel? Assume that the margins on
the old fuel are 10%. Then, the margins would be about 25% on the new
fuel. This can be arrived at through following steps –
They could retaliate by lowering prices on the old fuel. Then the question
would be how much lower? I used break even theory and said they would
drop price until they were only covering variable costs.
Alternately, with the capacity constraint that the client has, competition need
not bother lowering prices.. Hence, instead of losing margins on their bread
and butter, competition could avoid a price war. With higher gross margins,
the only player that could win a price war would be the client.
Any price movement (either priced higher or priced lower) caused due to the
new fuel?
How would the competition price the old fuel if the new fuel were priced at
just higher than the old fuel?
What if there were two distinct markets? – The private sector and the
Government? Assume that the government buys 10% of the total market
capacity and buys equally from all players. Should you sell only to the
government? What effect would it have on prices?
A good answer here would be that – it would be very sensible to sell to the
government alone since this would negate the possibility of any price war.
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Get a timer. After your read the question you have one minute to
solve the problem. In the interview you will have maybe 2 minutes
but you should be able to solve it in 1 minute to be able to solve it in
interview setting in 2 minutes.
Solution:
Assume 365 working days. 3 years = 1095 days. Cost of machine per day =
3285/1095 = $3. So, we need to recover $3 per day. Now, (variable) cost of
shelling per pound is $1. With the machine, this will be $0.1. So, we will save
$0.9 variable cost per pound. But we get additional setup time of 15 min per
day, i.e. 1.5$. I.e. we need to recover $3+$1.5 = $4.5. To recover $4.5 with
$0.9 cost saving we need to process $4.5/0.9=5 pounds.
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Market information
• Market grows 1% per year ( no size info)
• We are the market leader with 20% market share. The other three
competitors have 10% each. The rest is fragmented.
• 3 main competitors have prices that are 10% lower than ours.
• Market is composed of two segments
o Segment 1 – Fortune 500 companies - 80% of our sales.
o Segment 2 – channel sales to small companies – 20% of our
sales. We don’t own these channels.
• Customers are looking for furniture that is hassle free (i.e., universal, will
fit in all offices, goes with each other etc.)
Product information
• Our product is viewed as being superior and we have a strong brand
Cost information:
• Ignore fixed costs. We assume that competitors material, other costs and
SGA for one product are the same as ours. Our COGS break down into
materials (40%), direct labor (40%), overhead (20%). We know that they
have probably the same material cost, overhead and SGA per product (in
dollars not as a percentage of price). However we don’t know anything
about their labor cost. Can you calculate it? Assume that we sell our
typical product for $100. Calculate the labor cost of the competitors for
the same product.
o Competitor has an $18 labor cost advantage per typical product.
Answer calculated using table below, do not give table to
interviewee make them construct it.
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If our price is $100, their price will be $90. Our EBIT margin is 10% or $10,
their EBIT-margin is 20% or $18. I built the following table.
We They
Price 100 90
COGS
- materials 40% ($36) 40% of our COGS ($36)
- labor 40% ($36) ?
- overhead 20% ($18) 20% ($18)
= EBIT 10% ($10) 20% ($18)
Labor costs are higher because this is the policy of our company. We hire
the best people and pay them more. They produce higher quality products
and we charge premium for them. We don’t want to pay less or lay people
off. We pay on per-unit base. But some people are more productive than
others, you know.
To realize savings, we have two broad possibilities. (1) Lay off people. (2)
Increase sales. (1) is not acceptable, so let’s concentrate on (2).
" Go into service business providing integrated solutions to the Fortune
500 customers.
" Acquire one or two competitors to benefit from their higher growth
rate and realizing increased capacity utilization.
" Increase sales efforts.
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Key insights:
• Many of the windows are designed with features that are usefull in cold
regions not hot ones
• This firms economy windows are still more expensive than the
competitions.
I began by trying to better understand the industry and the company. I was
provided with information at this point about the three segments, but not
share numbers. I then further explored into the product lines and was given
share information.
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Next, I explored ways that the company could grow revenues including:
• International Expansion
• Focusing on distribution and sales in the South
• Increasing share in the economy segment
The interviewer then asked me why we might have lower share in the South
and economy. It was then revealed that many of the features our client
focuses on are designed for cold weather, not sun/heat. Additionally, our
economy line windows are still more expensive than competitors that offer
very few features.
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