Birla Institute of Technology & Science, Pilani

Work-Integrated Learning Programmes Division

First Semester 2019-2020

Assignment/Quiz
(EC-I Regular)
Course No. : MBA ZG541
Course Title : Consultancy Practice
Nature of Exam : Open Book – Work Integrated Learning
Weightage : 25%
Date of Submission : 25/10/2019, 5:00 PM
Date of Presentation : 02/11/2019, 03/11/2019 (Group schedules for presentation will be
published later)

Assignment Instructions & Requirements

1. Each Group will have to create a proposal for the assigned below scenarios/problem
statements (Group numbers and the team is given after the problem scenarios)
2. The proposal has to be in the power point presentation (in the appended template) and the
number of slides must not exceed 27 (all inclusive)
3. Each proposal will have to have the following elements
a. Title page (Slide 1)
b. Name of the Participants, ID No (Second Slide)
c. Background and context
d. Contextual/client assumptions
e. Industry analysis (to support the problem statement)
f. Your methodology
g. Why is your methodology unique and relevant for the clients proposal
h. Timelines for the project
i. Project team
j. Pricing
k. Out of scope
l. Other details (if required)
m. Thank You slide
4. All the proposals (in the PPT format) will have to be uploaded by 25th October 2019, 5:00
PM. No extension will be allowed
5. All the team members will have to present the proposal (schedule will be published for
each group later)
6. Evaluation will be based on the following
a. Proposal
i. Comprehensiveness of the proposal
ii. Uniqueness of the methodology and its relevance
b. Presentation
i. Articulation of the proposal
ii. Ability to convince the client
Proposal Scenarios/Areas

Group Scenario
The client is in a dilemma, whether they should outsource the IT services or do it
themselves. Client has asked for a proposal that will outline the best practices in the IT
1
industry on outsourcing and also interested to see how they can outsource in case they
want to. As a consultant, please prepare a proposal to support the above
The client is in the retail industry wishing to transform themselves from a brick and
2 mortal to a digital client to enhance client experience. Create a proposal that will help
them to transform
A leading low-fare, low-cost passenger airline serving a variety of cities with point-to-
point routes in underserved markets and high-fare metropolitan areas, was at a historic
crossroads, having grown tremendously since its inception but suffering from the
fallout from a recent operational failure. Its market cap had fallen significantly and
analysts had been mixed on the company’s growth potential. Therefore, the airline
wanted to undergo a rigorous self-evaluation of its business model, including its
3
customers, its brand, its product, and its resources. They also wanted to explore
business growth strategies, including: organic growth, acquisitions, and alliances &
code shares. Create a proposal to support this engagement.

Source: http://www.lek.com/case-studies/low-cost-passenger-airline-sets-new-course-
growth
Sakthi Finance Limited is a non-banking finance company with operations in the four
states of South India. It offers refinance to vehicle operators for commercial vehicles
and construction equipment. Its widespread customer base of primarily small and
medium fleet vehicle operators is serviced through a network of approximately 150
customer service points and 50 branch offices.
4
Sakthi sought to become a full-service provider that could offer products and value
added services to help its customers succeed. To achieve this goal, it recognized that it
would need to rapidly increase its sales force productivity in its current market
segments while seeking profitable new product and market segments

Source: https://www.accenture.com/us-en/success-sakthi-finance-limited-credential
A leading medical device manufacturer boasted strong growth in the US, where it was
organized by product division, but lagged in Europe, where its business units focused
on countries. By working with Bain to create a single regional operating model based
on best practices, the company wants to boost both sales and overall employee
5 engagement in Europe.
Consider yourself from Bain and prepare a proposal for this engagement.

Source: http://www.bain-company.com/about/client-results/creating-a-regional-
operating-model-in-medical-devices.aspx#2
A long-standing leader in the European beverage industry was struggling to build a
6 strong digital presence. Key competitors had already gotten the formula right,
generating relatively high buzz and sales through social media and websites. Faced
 with playing catch-up, the company turned to Bain to define a cohesive digital strategy
that advanced their digital sales and marketing channels while integrating traditional
ones, placing them on the path to transform digital from a cost to a profit center.
Consider yourself from Bain and prepare a proposal for this engagement.

A global leader in the building materials industry had an ambitious goal for its
purchasing organization: deliver significant savings to the company's bottom line
within two years. Achieving the goal meant mobilizing 900 procurement employees in
more than 50 countries worldwide to do their jobs in new ways. With Bain's help, the
company wants to build the organizational structure and capabilities it needed to reap
7
savings of more than $500 million.
Consider yourself from Bain and prepare a proposal for this engagement.

Source: http://www.bain-company.com/about/client-results/constructing-a-best-in-
class-global-procurement-organization.aspx
New York is among the first US states to participate in the Delivery System Reform
Incentive Payment (DSRIP) initiative, a program designed to improve healthcare
quality for Medicaid patients. Albany Medical Center, PPS (Performance Provider
System) sought regional leadership in the federal program.
The objective is to help lay the groundwork for a clinical integration model for a five-
county region serving more than 100,000 Medicaid patients and the uninsured. The
not-for-profit PPS and its extended network of providers are closely collaborating to
achieve a goal of reducing avoidable Medicaid admissions by 25 percent over five
years.
Albany Medical Center, PPS needed to meet major milestones for DSRIP funding
8 while investing in system transformation, clinical management and population health
management. These challenges required standardization, and communication and
coordination across scores of regional healthcare and social service organizations.
The program management office needed help designing a framework to achieve its
goals and qualify for payments to support implementation. Leaders of the organization
turned to you for experienced resources to design a large-scale model for clinical
integration, initially for Medicaid patients yet capable of serving additional population
groups in the coming years.
Source: https://www.accenture.com/us-en/success-case-study-balancing-medicaid-
cost-quality

Scaling the finance organization-A global IT company has steadily expanded its
product and service offerings, as well as its ability to serve its customers globally. As
the company grew, its finance responsibilities and processes grew exponentially more
complex.
9
With high administrative costs, rising Day Sales Outstanding (DSO) and falling
customer satisfaction, the company needed to better see and manage its financial
performance while freeing up cash to take advantage of market opportunities and
grow.
 To address these challenges, the IT client wants to partner with your consulting firm to
transform its finance function by implementing robotics process automation and
enhancing controls and compliance—while boosting customer and supplier service.

A leading bank in Asia is in the process of a multiyear transformation of its operating

model. Prior to this effort, a benchmarking analysis found that the bank was lagging
its peers in several aspects. Branch employees handled fewer customers and sold
fewer new products, and back-office processing times for new products were slow.
Customer feedback was poor, and rework rates were high, especially at the interface
between the front and back offices.

Activities that could have been managed centrally were handled at local levels,
increasing complexity and cost. Harmonization across borders—albeit a challenge
10
given that the bank operates in many countries—was limited. However, the
benchmark also highlighted many strengths that provided a basis for further
improvement, such as common platforms and efficient product-administration
processes.

Prepare a proposal to address the gaps, so that the company set the design principles
for a target operating model for its operations and launch a lean program to get there.
Cover an end-to-end process approach, which breaks down silos and increases
collaboration and transparency across both functions and organization layers.

(Please write to me, if your name is not included in any of the Groups)