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One day you are grocery shopping when you are approached by Barb B.
Queue, the owner of the supermarket’s deli shop. Facing serious competition
from other supermarkets and fast food chains, Barb is worried whether his
shop is working alright, as lately profits have been stagnating. He had
figured that you work in a renowned consultancy and seeks your advice.
Because you are a consultant from the bottom of your heart, you agree and
sit together with Barb and have a look into his books.
Short Solution
The pulled pork burger is responsible for the stagnating profit margin.
I. Structure
The interviewee must understand the business of the client (Barb) and ask
questions. Here are some answers that you can give:
Revenue streams:
Deli meats & prepared foods.
Industry Growth:
deli meat: flat, slightly declining.
prepared food: 10%/year as people cook less.
Competition:
deli meat: supermarkets and discounters that spend more
money on advertising.
prepared food: fast food restaurants.
III. Analysis
At this point, the interviewee should ask questions to lay the ground for the
upcoming analysis:
1. Which one of the business lines is responsible for the lack of growth?
2. What are the reasons for the lack of profit growth (flat revenues,
We can see that our client’s shop is in line with the industry-wide growth in
deli meat, i.e. low to zero growth, and outperforms the market in revenue
growth for prepared food with around fifteen percent (market: 10%.) This is
good; however, the growth doesn’t bring upon a higher overall profit, thus we
can assume that the margin is deteriorating. Furthermore, a flat margin in the
deli meat is acceptable, as growth is zero. In prepared food, there should be a
growing profit margin.
We will have to look more closely into the prepared food financials.
Product mix: Remained the same, except BBQ chicken wings and
pulled pork burgers which were introduced only lately and have
boosted prepared food sales.
Product info: BBQ chicken wings: take a little while longer to make
and a BBQ sauce is applied afterwards; The pulled pork burgers are
custom-made upon an order by a client and only available during
lunch and dinner time.
With the right amount of suspicion, the interviewee will want to investigate
those two new products more closely. Share tables 2 and 3 with the
interviewee.
Calculating the values for the BBQ chicken wings, we find our profit margin to
be 50% of the revenue, which is a good value.
With the pulled pork burger, the situation is quite the opposite. Every day we
are losing 10 € with the burgers. Assuming that the employee cannot work
faster, this loss will get bigger the more our sales grow.
Apart from eliminating this product from the portfolio, Barb could
increase the price of the burger (This will depend on the price elasticity).
Alternatively, material costs could be lowered.
Barb could find an employee that works faster.
The burgers could be limited to the busiest time.
Optional question: How many burgers per hour must be sold to reach break-
even? How can Barb know during which times he had to offer the burger if
it was offered for one hour only?
IV. Recommendation
Barb has asked us to identify the underlying reasons for the stagnation of
profits in the face of market and revenue growth. The reason for this is to be
found in the pulled pork burgers that are incurring losses.