IMA Consult Prep BookIssue details and copyright Fsuer Casebook, Consult Club, IMA, 10/e © 2023, Consuit Club, IMA, All ights reserved. Notice No part of this publication may be reproduced or transmitted in any form or by any means — electronic or mechanical, including photocopy, recording or any information storage and retrieval system ~ without permission in writing from the Consult Club, lIM Ahmedabad. First edition: July 2014 Second e¢ition: ‘August 2015 Third edition: September 2016 Fourth edition: Sepeerrber 2017 Fifth edition: September 2018 Sixth editior ‘Avgust 2019 Seventh edition: Sepeerber 2020 Eighth edition: September 2021 Ninth edition: Septemiver 2022 Tenth edition: September 2023Introducing the IIMA Consult Prep Book wae ‘This year, the Corsult Club, lIM Ahmedabad, is proud to present the 10% edition of the IIMA Case Book, an alhin-one document that bundles al key resources required to ace consulting interviews as one ready-to-use document. This preparation document aims to equip the readers with a holistic understanding of the highly feawured case types in consuking interviews. Each case type is supplemented by an ‘exhaustive and tried-and-tested framework(s) that can be used to solve these cases and nudge the reader toward developing a critical- thinking approach and problem-solving mindset. The cases and the guestimates in this document draw from the reallfe interview ‘experiences of candidates with leading consuking firms to keep the content relevant. This edition of the case book hes 21 new cases across the 6 case types. We have overhauled our Panorama Reports, 3 collection of industry reports to deepen the reader's knowledge bate. The format of these reports has been updated to offer sharp and relevant insights into 20 industries, with 8 new industries added in this edition to keep up with the emerging trends in the market. We recommend ‘supplementing case practice with these industry reports to capture industry-specific learning better. Beyond this, there is an added focus ‘on Due Diligence, Mergers & Acquisitions. Pricing. & Digital Transformation case types to offer a wel-balanced case prep roster. ‘White preparing for case-solving, the goal is to develop the consulting thinking-process and thac there is no one right solution for any case statement, be it the cases in this document or the final interview questions Hence, we have added a case that is solved through ‘two different approaches to highlight the multiple paths for problem-solving. The c2se book also contains a compilation of the Key Frameworks to reference while structuring case solving, a Consulting Primer, and a Toolkit with list of tips and tools to aid preparation. We sincerely hope this document provides you with what you need to ace your consulting interviews! And lastly, a massive shout-out to the Consult Club IIMA team, who worked incredibly hard to deliver this case book! iddhi Sharma Coorinater, Consult Club, 2023-24 a : a & corr joon comeAcknowledgements we IIMA Casebook We are grateful to all the people that have helped by sharing their cases and interview experiences, which has enabled us to put together a ‘comprehensive preparation resource for the future batches ‘We would like to thank Acitya Doiphode, Akash Bhardwaj, Naman Biyani, and Shashank Kuduur (PGP 2022-24) for leading the Case Book initiate and putting together this edition of the IIMA Case Book We would also like to acknowledge the efforts of Ashraya Maria, Kushagra Sachdeva, and Shruti Gupta (PGP 2023-25) for helping the club put together this case book. They have ensured breadth and depth in the cases to give the reader a comprehensive view of the kind of cases they may be administered. Panorama Reports We would like to thank Anantha Varshitha, Hemanth Raja, Kaushik Vyas (PGP 2022-24) for leading the Panorama Reports initiative and putting together this revamped edition. We would also like to acknowledge the efforts of Abhijit Bhalachandra, Anjanee Khosla, and Gaurav BN (PGP 2023-25) for helping the club put this together. They have ensured that the analysis of all major industries relevant for consulting preparation are presented in a thorough, yet easy-to-understand manner. We would like to thark Samridhh Sharma, Head, Publications, Consul Club (PGP 2022.24) for leading all chese iniatves with thorough professionalism and delvering this integrated output. We would also like to extend a special acknowledgement to Akanksha Gupta, Harshvardhan, Jatin Gupta, Varun Vaziraney (PGP 2023-25) and Sanjana Karthiceyan (PGP 2022-24) who supported the Publications team, the contributors of the previous editions of the IIMA Case Book as well as numerous Consult Ciub alumni whose feedback, over the years, has shaped this document. We woul also like to thank students of the PGP 2022-24 and 2023-25 batches. many of whose submissions have added unmatched richness to the Prep book. We would also like to extend heartfelt gratitude to Mr. Tushar Patel for generously letting us use his beautiful photographs of the IIMA Campus.Case BookHow to use this book? wos While reading thie Case Book, we suggest the reader should use the interview transcripts 0 st up a case between 2 people (or groups), and after solving the case, the solution process sheet should be looked into to gain a broader understanding of the approach and areas of improvement. The frameworks are there to give a direction initially to new case-solvers and should not be treated as a fixed boundary but could be utlized by the reader to corer any case which comes up their way according to their own logical structure. Also, the reader should leverage the recommendations, tps, and suggestions to apply learnings from one case to another. Remember, the journey is as important as the destination. Case preparation is a group exercise with individual self-preparation as well. Aso, all cases are linked to the Panorama report of the industry they are concerned with. It is advisable to go through the reports to get a better understanding of the industry. The frst page for ezch industry is meant to narrate a story to aid understanding while the wo following pages will give a deep-dive into che industry We wish you the best of luck in your case preparation journey!Table of Contents (1/3) oo ‘Shicire ofa tere amemach Toy) | | SetinstenrmaiConeteccoad Penacoree | orMos | 7 Feamenors * Hae) [spacer ttanticorec ora Beater | Moarne | 77 oa asnelaa * ae | | 24 | zesnesritevense ae) ‘Serces | Modease | 77 A | Profi 1s, | Claraedra oer ee ee 1s | tated a Dates | ty | 20_| [26 | Genera Renl inn Pretend feat | Gomare [a 2 | eens cedar a | ween | oo | | & | Marieteney fs re irs _| Medeae | a5 | [a7 | Mosciontoue i | As rane (Conran ee | Medea | a7 _| | 2 | ShiseOaneare Commerten | Hoses | 6 5 | een Rene eared eg ee ed =. Moda | 9 “6 | onsen ieveun deine GiandGe | Meine | 1_| | 10 | Reston Gomer Geos tes | ee | 7 | actorsamy emia ecto ed ee Temper | Modes | #8 | nae cae Racal Vetta | tw [|_| [2 ewer [ey | > | ee fom aed el Peale | Moame | 1 | Scie nde Pol ‘hisson | Change | a9 | [2 | Anssmotceits Pama | Guteane | 10h 1, | ev ane iter ee ee ee es Fech _| Gaiewre | 1a 1. | Pac OrmetoriRaranin deo ee ee es Amon | coeare | 12 1 | eat a id ran | cea |e) [27 | tara anne Aco ee 14 |e Real crn Tea | carom | se | | | cut teencone Mandacoreg | Guteoee | 110 1s | See Mansicace (Con Ree) | Gaon | Resi cei eet) are © | eaeme 16 | WinwcitecmambcursciGastReducen) | Mintcerng | Maden | 63 = aa Seman | rete [as] [St | ices Teawmon | Modwase | 115 7 | es se 1 | Seslinamy Conta, ee de Temper | Moses [177 19 | ae cat Conan ti es ee a) tenets se Hesing | Modes | 12) 21 | fescue vere Dec) rs [cee | | | | cowteee Hismnay | Moseae | 125Table of Contents (2/3) wR = Seer aor Fae = Sea [aor | Pe % | riers. Sore | Gatewre | 27 | [7 | tc Roce tine caore | _Hoawrme | 176 "a | orate ee es yore eye > | comer (9 | Parmensal Conse | rare [ers | 0 a. | sosatmanitce ee ee ae ve, | Sestecmantcune Pemtaioe | Mote | 190 | | 7 | Samer [teat | ore | 2. | tetemasaae Thamatts [Moma | | 2 | Oetona ace ress | poss | 6 3 | ema as ee | cor | nee | | Nene Conse ee eye | odes | 90 = eae = Lalo | Hern [Roane | 192 a tai Semen ee] | 25 | esaatannaionm as es aa Teer | ommmeng [ree] [2 | fete Secs er | reser | rosea | 96 = a a ee feat | Catone | 198 a 7 | Peseta ad revainenp | Catengee_| 200 pa Des ene 10, | crmsnetnarananene [tone | cserne [ 202 7, | Alsen Aasien ce 3. | eeimamecioasaeiae Picesteay [Mem [ise | | os [emma] Sei | | = | cutee a a a | Ones Paac Donat | tomar | a2 | [8 | Ducitendemsenstmcacies | mies | roams | 208 = 4 | Gant Gata tanganend ora | Catone | 20 a | (ac meceaea Se o. | sree Sentra Reema | I = fanny | cues | 20 0. | tener | render | cnt [166 | [or [connec [os | roa [27 | acm Gants Accs arma Gatewre | 168 | [oe | mesicrasc Ranta fewee | Hosese | 219 | prmentem Ss acum alee a © | Mncaneansona a 10 | coatecawaniasimeaias | Wsvener | Moen | 29 Onerermewr | casa Aacsins | cater | 225 a | Saseneere GOT soem Cerone | came | | [2 | calico Easton | Hote | 297Table of Contents (3/3) Cos Peels Ser Pas Secor Pe G._| Panorama Raper 2 ae 20 T = ai 7 | a Ey = ae 5 >| sete 2 = Emerannee | 20 «| ceveaor [2 4 fel 2 5 | com 28 s erie 25 | eee ET @ ee) Be 7 |e ee B Brerammee [27 | [8 | cance | = Deal 2 | cee ves [26 z a * | 2 me 3 | [on | eet * | 2 i Unoneniont | 22 | [i 7, 3. Unonensost | 29 | [ve 26 is Hence | 25 | [ie | Garces [2 16 | ManbercltkcwoncveunsMecine we] Gowamee | a8 | | 17 | umcan * | me | Whois ed only * a 27 | | 18_| mace 2H ie | Rakciadinneinaenna Aw] ueewewe | oe | | | aaa 2 m0 | tee 28 ‘Indicates the latest additions to the casebookStructure of a Consulting Case Interview wae lncerviews usually test the candidates on both or any of the following criteria: + Persoralitylbehavioural questions (through HRQ) + Problem solving (through cases andlor guesstimates) Personality / Behavioural (through HRQs) Candidates are strongly advised to be prepared for any kind of question that may pop-up from the information mentioned in their CVs, particularly past work experience, internships or projects, besides the most famous questions like what are your strengths and weaknesses, why ‘consulting, why this particular firm, Problem Solving (Case Interviews) + Expectations Case interviews are used to measure candidates’ ability to assess an unfamiliar situation, uncover relevant and minute details while applying their thought process to come up with one or more possible solutions to the problem, and finally communicating their recommendatons in a structured manner. * Approach “The basic approach to solving a case interview Is: First, understanding the problem and requirements, then identifying a structure that would help one solve the problem, then analysing the information available and finally, reaching 2 conclusion & giving recommendations Clarify >> Structure Analyse >» ConcludeHow to Approach a Case Interview wae Understand & clarify the problem statement + Canéidates must be absolutely sure that they have clesrly understood the problem statement, a mistake committed here has the biggest potential to cuin the entire incerview. + Ask clarifng questions in the beginning: someone who asks the right questions s beter able to understand the complete problem and has a higher chance to come up with an accurate roleion. + eis not unusal for the interviewer to not ivuge all she relevant informasion at once because they also try to test the candidates on their ability to extract Jnformation; the obvious purpose isto see how well the canddate may be able todo the same while icerating with ents, + Do not make any assumptions unless necessary: if2 candidate wishes todo, then its always better to communicate wih the interviewer te get them validated, Structure the problem *+ This involves puting all the daa received together and making a sense out of it The AA sheet technique is very helpful for this, however, candidates may use thelr own methods according to comfort level. *+ Candidates should ty to keep their structure as simple 2s possible because in some cases, the interviewer may ak for the working sheet. and accordingly should bbe able to understand the approach followed by jute glancing atthe shese at once. + Frameworks can be used for in structurng of data; however, do not try to force fit any framework just for the sake of using it. Also, whenever a framework is ‘used, the candidates should communicate their approach of reaching the solution to the interviewer rather than saying that "I'm using market entry framework". Analyse the case + This s the man stage ofthe problem-solving process wherein the candidates ate required to draw inferences from the gathered information. The process is sided by the s-uetue chey decide to follow using the chosen framework, if ny. + Candidates should 3k two questions to themsehes: a) How did this data point look lice earler for us, and b) How does this dita point look lice forthe competitors? + leis suggested that canddates develop a hypothesis consisting of various possible solutions, ak leading questions to validate their hypothesis, and keep on narrowing the set based on the dacuston, The eandilate should corsinucusly communicnte with the interviewer to le chem know of ene's thought proces "More often than not theincerviewers wil hel the candidate get tack ontrack they see dat the person is hiking nthe wrong direc. + Incase the candidate realizes that some data i sell misting, do not hestae &D ask questions fo extract from the mternewer. No one wil provide the {information on their own bu will surely help # wel-directed questions are asked, Arrive at a conclusion ‘This he las stage of problem-sclving and perhaps the determinant of a candidate's success in getting through the interview. All forts putin thus fa are of, litle use i the candidate © unable to come up witha proper conclusion backed by a logical enplemientaton plan. *+ Try to ensure that the recommendations are close to reality since it increases their chances of being implementable in real life scenarios. Remember, concrete solutions fetch more marks than broad vague answers. + Before finally communicating the solution, do a quick “sanity check, that , evaluate ifthe proposed solution, particularly Wits quantkative in nature, makes ‘sense oF not. This can be done by using bottom-up strategy ifthe orgial answer was derived folowing top-down approach or vice-aversa.Some Do’s & Don’ts for the Interviews wr Des ‘+ Build rapport It plays 2 crucial role in how the intervew pans cut eventually. The opening interaction, continuous communicatn and patent-Astenng skis ‘contribute to building rapportand thus, strengthening the candidature fom the communicauon aspect ofthe interview. ‘+ Be confident: Remain confidert ehroughout the interview even if there's a feeling that things aren't going as expected. This exhibits an important trait of beng able to maintain composure and handle critical situations, which are part and parcel ofa consultant's He. Also it has been seen that the interviewers more likly than not drop hints to help the candidate get back on track, hence, watch out for those in case there’safeding of geting stuck ‘Drive the interview towards your strong zone: The candidates can try to drive the interview towards the areas they are comfortable talking on, This can be done by using examples related to their domain area while anewering the questions put forward by the inerviewers. However, be mindful of not making lean lerelevantreference or overdeing tif the interviewer isn't interested in talking about that. *+ Positive body-bnguage: Try to be positive and cheerful throughout the interaction as it may help 9 cover a small mistake, if any, the candidate might have ‘committed whle solving the case. Further, candidates are eraluated on their overall presentation, that includes body language and communication skils apart from the most sought-after problem-solving sills + Closing note: The candidate should end the interview with a smile even if ic watiit the best of the interviews; sometimes even the candidate's poskive approach ‘may workin the favour and overshadowa mediocre interview. Don'ts ‘+ Interrupt the interviewer: This should never be done since there is = risk of missing out on some impertant information which the interviewer would have ‘otherwiee divuged. Further, i gives an impression that the candidste i impatient and might not be a goed team player + Assume any information unless explicily given by the interviewer: Usually on gesting 2 case from a fail background or applying association rule, candidaxes ‘tend to presume certain information. This should striety not be done unless the interviewer gives the information explicly. However, fa candidete has some prior information, ether clarify that through questions from the incerviewer or suggest that as 3 possible solution to the given problem. + Gee bogged down by frameworks: Frameworks are uselil in structuring one's thoughts but should not become an impediment to "out of the box" thinking. For Instance. an acquisition may be useé to improve profitability: however. that would not fll under any ofthe conventional frameworks. + Be Mechanical: Candidates are advised not to be mechanical while anewering questions related to their personal experience as it gives an impression thatthe answer has been well rehearsed. Try to ead the cues ofthe interviewers and involve them i the discussions * Panic: Mistakes do tappen, either in calculations or while speaking on 2 top Its important not to freak out in such moments; rather as soon as 2 mistake has ‘been committed, be ready to own up and admic it.Profitability Framework We Profitability problems require analysis of revenues and costs of a company to zero in on the cause of decreasing/increasing profitability. Thorough understanding of revenue and cost heads for various industries can help bring out key insights and reach valuable recommendations. Initial questions Approach/Framework *+ Get primitive understanding of company: What productlservices doas coffer? What geography does ic cater to? + Undersand whether tis isa compary specifi problem or an industry-wide phenomenon + Keep inthe mind the quantum of aa profillosses andthe ume period Profit ve Profitab + Profits are merely diference of ons Se Revenues and Cost, while Profitability refers co profias a proportion of ales Units Sold + Ieean ako be broken down as "Inernal and ‘External factors: Internal issues being similar to the Supply Side breale down and ‘= Accessibility | | Awareness External isves to be examined via @Availabity |) 0 Aftersales PESTEL analysis ; + Demand can be seen zs: Market | experience Size * Market ShareProfitability Framework wre Value Chain Analysis (Cost-side Analysis) Pe Raw Material er Deere ahead = Ee — a © Equipmen: / Tech. 1 Cost of Raw Mat. ‘© Machinery ‘Transport ro © Hurnan Capital «© Contracts / Deals 1 Factory Rent Warehouse (routes, « Financing «© Supple Party # Becwicty vehicles) © Patents @ Wastage / Use @ Labour Hours ‘© Storage Facility (rent, efficiency + Tectnology electricity, abour) ‘© Capacity Utiliation «¢ Transport to customer ‘© Packaging (routes, vehicles) 1 Defects —_ = Cee od @ Sales Force Channels © Repairs ‘© Sales channels ‘© Spend on each channel © Spare Parts Training (physical digtal) © Returns ‘© Conversion races / channel # Costs can be also be divided as (depencing on the type of problem statement & the information available): - Direct & Indirect Costs = Fixed & Variable CostsMarket Entry Framework Wee ‘A market entry case (whether new product launch or entry into new geography or both) is hinged on two basic questions: Is it worthwhile entering the market (economically and strategically) and if yes, what would be the best way to enter the market Initial questions Approach / Framework ‘+ Always ask about company’s company: what it does? What! « Needs ‘9 Resources a pare ‘What part of value chain does production - ‘it want to set-up? distribution - hen + Iecan also be done using Economic Analysis: Mt. Size * Mit. Share * (Price - Variable Cost) - Fixed Cost and Operational Feasibility: rregulatorylother barriers in Cae) Ca cg ore ines siaimane nen iltens (eee Cone explore need to partner with SoS others or enter into |Vs in each bucketNew Product Introduction Framework Wee Ina new product entry case, a company is likely to aim for introducing a completely new product in a market or expand its existing product's reachin a new geography. An interviewee is expected to first align on the product's viability to succeed in the market followed by identifying the correct price point and target market and finally recommend levers that can drive product suecess in the market. Initial questions Approach/Framework + Always ask about company's objective to launch a new product + Get primitive understanding of company: what it does? More about the new product, target customers! Previous history ‘with launches & why this ‘geography/product launch? ‘What part of value chain will it operate in? Profits & bre oe) pen financed Variable Costs Equity Analysis + The pros and cons associated with each bucket have to be brought out in the analysis, with hhaving ready suggestions on how to overcome the possible challenges urement [J Production Distribucon J MarketingPricing Framework cosr Ina pricing case the objective to determine a methodology for pricing of any product. The product could be a new invention, it could have other competitor products in the market etc. The student should determine the objective of the company, understand the product features and rmarket environment and then apply 3 relevant methodology to price the product. Initial questions + Always ask about company's objective for pricing the product + Get primitive understanding of company: what it does? More about the product, target customers? + Depending on objectives of profitability or market share or breaking even, recommend an appropriate approach Analysis + Some parameters like Willingness to pay, opportunity cost of having no products might not be directly provided by the interviewer, so try t0 develop creative proxies for the same which would determine the accuracy of your recommendation Approach/Framework Dre asad | = Modification to imilar to existing New inventio ter eater + Willingness to Pay ¢ Opportunity cost of taving no product «© Supply Demand trade-off Existing products and feaures © Variable Costs ¢ Breakeven Ar | Reese | & Willingness to Pay of 1 current marketGrowth Framework cose Ina Growth scenario, a company is likely to aim for XX% YoY growth. An interviewee is expected to first align the growth targets, folowed by validating them, identify pillars that can support the growth targets, and finally recommend how the company can leverage/show go about these plane Initial questions * Get primitive understanding of company: whatit does? More abou the product. target customers? What geographies? Analysis + The frameworks a comprehensive version ofthe Ansoff Matrix, so the probing questions, the analysis and recommendations can be given keeping that in mad + The creativity around ‘the recommendations in exploring new © Upselling channels/segments will earn brownie points ApproachiFramework DN rdaes asMergers & Acquisition Frameworks Whe Mergers & acquisition provide means of inorganic growth for a company. It is important to evaluate a prospective merger or acquisition using a framework to understand the net benefits the acquirer can receive including financial as well as non-financial factors. Initial Questions 1. Understand client's company Approach/Framework Peres ‘Questions can be asked to learn | about client's company, its | current sate, industry in which | 5 it operates, growth strategy and | Non-Financial aspirations ie £ ¢ 2. Understand target company Acquirer Fit | | External Risks Questions can be asked to understand the target's market, market share, proficabllity, and its competitors. using PESTEL framework Financial ' Non-Financial Value Addition a ese | meqiteee Pie |. Valuation: “Target company's |. Operational: 1. Aequiition price: This pice ts | I. Culural Fle Working norms, valuation indicate the present + Revenue ~ Seling more quoted to the acquirer for ths | counties, ‘entrepreneural rs value of cash flows it can quantty or higher pricing MBA. Typically, the price value | corporate, ee. generate in future based on its + Costs - Economies ef /_ willbe given by he irtervawer. | 2. Organizational Fi: Similarity in furrent capil structure scalelscope, savings in RED or 2. Integration costs. Costs | org rructure, talent & sill st 2 Synerges: Synerges are _ sling (SGRA) costs incurred during MBA process | overlip, et. addivenal benefis derwed from 2. Fnancal: Potential x sivings, for integration of IT systems, | 3. Strategy Fe: Algnment in long- combined assets of acquirer (shield) improved leverags operation procesies and | __term growth strateges and target ‘tio, ability to take moreddebt organizational structure. | External Risks: To be analyzedDue Diligence Framework Wee Before acquiring a stake in a target company, 2 private equity fund usually conducts a comprehensive due diligence process. One part of the dlligence is the commercial due diligence, wherein the fund leverages the expertise of consulting firms to focus on the business aspect of the target. Ths commercial DD framework, which has some similarities with the M&A framework, can be applied in any case wherein the client, not necessarily a PE fund atall times, wants to ascertain the commercial viability of the prospective investment. Approach/Framework Initial questions + Seare with understanding the client's profile and past investments ‘+ Make sure to understand the objective behind the prospective investment and incorporate that in your insights Analysis + Market: Determine whether the market is attractive to invest in, Like market entry cases, market sing will be at the core of this. + Competition: Benchmark the target with is competitors to determine relative strength. Ascertsin how the target is differentiated and whether the difereniation is sustainable. + Business: Understand financial factors such as ‘monetization and fundraising as well as non-financial factors like operations, team, workforce strength + Customer: Segment customers based on varicus cerioria and analyze kay motrics to understand i customers are loyal to the targetCommon Frameworks cosr SWOT Matrix Strength Factors providing 1 competitive advantage to the company against its competitors x loyal customer base, strong brand, skilled ‘employees, proprietary technology Weakness + Factors resisting 2 company against operating at its optimum level in the market + Ex lack of capital, high leverage, higher than market attrition, weaker brand image Opportunities Extemal factors favorable for the company to build a sustainable competitive advantage Ex. shife in corporate exation, falling raw material prices, marker trends, emerging technology Threats + External factors which can potentially harm the company's profitability or operatiors in general + Bx increasing competition, natural calamities, limited labor supply, upcoming regulations PESTEL Analysis Political Economic Social Technological —_Environmental Goweactons~ | |Economy —inflation,| | Societal actors | | Level ofadoption, | | Gove regulations, | | 125 - — elections, fiscal interest rates, demographics, | | automation, tech | | carbonfootprint, | | ProPery: industry policy, corporate ‘exchange rates, cultures, beliefs, | |infrastructure, R&D, | risks for raw engesenind taxation, ete. | | unemployment, ete.| | Ifestyle trends, etc. | | latest trends, ete materials ete. | | licenses & permes, . ployment, ple trends, eeMarketing Frameworks ek 5C’s of Marketing 4P’s of Marketing Cog products, chanels, value chain, ec Creed DecitaaalaaM one market. cor strtepes. ete Cony rested fSeseat business climate using SWOT & PESTEL ‘Wh are you? Understanding the company, Producti the tem catering to + need Who are you selling to? Understanding the ‘customers, segments, ther needs, wants, + Whois in your way? Understanding other players in Whe are you working wit? Understanding your ‘ectemal vendors, suppliers, pariners, ote [What are currant conditions? Understanding the lnvoles product design, fetures, quality, range, branding, packaging &c- te. Place isthe channel of delivery of preduct Invokes dstribition, franchising. inventory transportation ogistes, ex. Price ie amount being paid for a product Involes pricing strategy, payment methods, discounts, allowances, ee. Promotion covers the marketing communications being used for product Involves channel mix messaging ete. 4A's of Marketing yd Economic Affordability: Customers should have suficient economic resources t diporal to Peg pcan the company Product Knowledge: Customers should have suchen hnorlege to wiger a purchase Pee suficient stock to cater to market demand Brand Awareness: Customers ably t recognize, reall and remember the brand name Paychologial Afordabiliy: Customers’ te pay for a given proc ov terion cffeed by Customer Availabilty: Company should have (Customer Convenience: Ease of acters for 2 Potential cuntenper to the prénkct or svi Functional Acceptabily: Objective in nature based on product specication, performance, drab ee Pajchologial Acceptabiley:Sobjectve in nature, bated on product zestheccs, brand appeal, et willingness (C) Consult Club, [IM Ahmedabad | 2023-2024 Page 23Miscellaneous Frameworks Wai vRIO Used t0 determine whether a resource or capatility can provide a sustained competitive advantage for a company. STP of Used t0 gain more insights into Big Data and determine the value of collected data Yes Dividing market into dstince groups of customers based on their characteristics or behavior Selection of a customer group to focus marketing efforts based on segment atractiveness 7 a O AMO Designing the product and promotional mix t2 appeal to the target market segmert 4Vs of Data Used to assess employee productivity and effectiveness in a firm. ‘Typical applications involve to assess effectiveness of a salesforce Used to gain more insights into Big Data and determine the value of collected data the collected data persomel, i fm Volume Scale or size of the data is ; being generated | TRRERERIIN seced at which the data is ! being generated & processed Hee Ting. Expectancy Intramantacy ara pang fir | BBM Number of arene fre or arving ityof gas, Incentive strucure, appraisal process, | categories of colle eee eee) ee |e: f collected daa Talene Management performance metres Bevakation —emponerment (ROGER Accuracy and truthfulness ofPreamble to (OE TSM Yo) N10Not a ‘one size fits all’ exercise! We Seruetred problem solving is about understanding a business situation, breaking it open into subproblems, and analyzing it from different perspectives. Multiplicity of perspectives means that the same problem can be looked at in numerous different ways. As such, what aspect ‘one targets is very subjective with no right or wrong choice. ‘The idea behind the frameworks we tak about in this casebook is to give that initial search potential directions. Given a particular situation, cifferent people wil choose diferent focus points and hence the structure they build will be diferent. To illustrate the same, we first take up a simple problem statement and present two different approaches to the same. The idea is to Fighlight that there is no hardbound solution to @ given case. You will see that while the two interviewees start with a similar preliminary analysis, the emphasis shifts onto different aspects of the problem statement and the analysis further builds accordingly. Regardless of the structure chosen, the idea should be to be comprehensive in your anal will be able to cover the underlying problem despite starting at diferent points. , and structurally break the problem, and you While all other eases in this casebook are solved in one particular way, there can be multiple different ways to reach the same answer. Thit first case is just an illustrative example of how to crack the same problem through different approaches and the same principle can be ‘extended to all the other cases we present throughout this casebook.Profil |FBB | Easy Campus Canteen (Approach |) - Interview Transcript ‘Asa anes IMA cans wn» pn res, pe ean he Uniersood ray, wat these ofthe cine 8 ing shout nd fr how og $i pela eco lou of mah. We dant ow the ec mabe ati bsareal mowgh ta nos encers. [Argpe To pans boner ser ofthe clan can you plase wil me mare aout se [odie the eatomers andthe parole va ait eperat nt ‘a wo sures Den tg every ay a Dr lan ng am ovr he i det, ang tae ca weh 3 hy produ Sarg omer. snwhes vo pul The sare erviyes de esr Pon Ete ie sen pray or ny predict ray of the 2 sh) “he weeds sma r al he proses Bu he Spam Se is wien the cha of he (lay Aso, # «an o-canput ceca the pial canoes would be mens, prfasorsand (pte te oncampussiat bas coracd "Yes thats core Bet mney theevense cone om dens ei ate poe ora re eo eons wh ong es cas [Arh tave al he ifomaton need sev aderaang e prim aatement ls by Sena dow terns ect ib bore Prarie orders hve resend, however he ADV ha sean slighcupcs, [Arh fie fons one mbar oforders The econ inte woke be deen ihe ica spine sce o's sonangase potion De we navese nocon st where oe Se Tie supy sce ees 3 min ors ~ potremers preprtion, and dueion Te sates ea rep nel toe tgp a (Gay ih aah odd nf A" Reds te bran oes ce Sh iby gn th tet cole ‘eo — emanate ern eevee pry nile ‘Grates wang dong ego 4 Rasranbey we he neraned pri oct, ight a= dear 1) Acoptbiny tthe oy pric ve mrany aged nay or ney, Foerce ‘ersten mph lave tens he ‘Argh 10 you sre covacin ning 2 nnd apd awareess ven change The posi Ive not cage exer Acca Insts improve. pen he stare as sted deen Sp sr Taps he oy sea tc re ‘athe demande aces int sem oe mag pore Mai on ache supe ‘mae a tinow nore sue a prourumee nanan apf irha angen ce ‘ave an raring tae tral ng ane ram 3 thy tr in Vere er sever yas now chat aged except br the ual pice marae (Gore Hater proscton apecty decered de 3 ange nike epupment or eplyee Ne bene eee ah ben 3 wane a (hay you merece at fhe sre has rece stared dering fod How do our elveres ‘Sh one the employes sualywalaa the dorms devr te ood Sede iets oder Shwches and eat uti ace wey 0 aon al lens he pce ure Seni (A Gans chasm abr schrymht be bere tin ven comes wad cst tim at Due to te 3rd empoye Gong een, te aka eapety of our ed Feeak aeretig Weccan cent There ae 3 tings he rec de a) inven cony by a85en enment so that nore order: an be procened eaten 2) Hecramareenpoje forthe eaten mann pac Incase the ier te to compana ort pi waeProfil |FBB | Easy Campus Canteen (Approach 2) - Interview Transcript ‘Asa asst Aang wis pn res, pe een he UUndestod, Fey. wou naneto ners te ras ge tn they oer Aad wha st rene recon se! lear ce Sra Sethe woe rns fen AM i AM ae gh very dy. They most sl bse wack ‘ier Sey proscar eles andes, so pu ‘iatisthe sale ofoperatns How nays ot ow? Tipe» yl oe bt etn! wl Thy he 6 ee arte so 2 ey on ten nce cen te pie atone woh ana, rent and “eta orc But nly the revese cone fom dens Ne tie oie a aa aa Ra [Angie hei ave ough lorstan arty anaes frasy erenurg aur evens, sep tonh olor snc! ‘che mie of rdr ing down tht sharing hem The AQY has sey pone ip ad te ‘eer of aimersas Urea te sme (lay. Snce it isthe mur ol erdos gong dow whle te conyers around rain Saint wales ei stha mead summery eves eevee ‘fopotnay be appenng 3. Aber he wan the ore ve weenie atu hy farcbrsegrant fh Or wold out mao deine et ese decay? “hey ren ore ny praca care tw and why peplespproi ne sare However ‘fe conpantwhiepoplearest ie re xerng (her Faces seen er tere oer totter te dee as corse cry canoes deine ic thyme te sere ‘Send fod Go shed 1 Predicate ators~ ny ati, aw marae ice 2 Sinjceraned bears sang vie ambience ‘ewe undesand where he probem miele! “he protic 2 evetng tat ges mt itis rly se. Te compat re motte someapet (hay fe ey meson ee wine sevice stove 2 teeeten pei 4, Scere pee eclgereeciee ‘le cer tgs hve renaned monty she sie, pope are compung abit egeeneng (ener ven ‘eeu he serce suresh lnge wai ene would zeny Be py sie problen (gered Test at renal mabe 2) Repastatheocmep roeerenten eth 3. Tiare tur beons change nh worar sad hene the wer ens The pene rons os, “he workers terete ys as renaiedthe sme. Howove,becaeof henely sared oom cle sarc 3 water type on he gern ater Tat a read hepa etn he oad be ar ee waeFrofiabity |FBB | Easy Campus Canteen cosr ‘A small canteen in the MA campus has witnessed a dip in its revenues. recommendations to grow their revenues. Case Facts Approach) Framework rece problem = ust? mont ‘veroach| + The decrease in revenue isa | +The canteen run from Sam 3am by 6 employes died equal ove 2 shes 3 hey prodace sold a he sandwiches and puis + The chunkof the decline has been seen the 6pmam + Though the canteen cers | te sadent,profsors and sa majnty ofthe revenue | comes fom students + No ther food outlet campus is eengdecliong 4 i lncreted wat te Recommendations + Add equipment to increase capacity to process multiple orders simultaneousy + Hire additional employee for night she to not face short of sa when deliveries happer ‘+ Inerenm.the daly fn to, comtpenente forthe derremo of frtore rower: Observations Help them recognize the roct cause and give them some + Approach 2 uses Customer Journey to exact pinpoint the isue, which s more unequivocal than Approach | + Agprosch | identies that ore ofthe employees is also doing che delivery, which lads higher wait tres much fsterby pinpointing ksue im supply sceProfcablity | Cost reduction | Easy | Disiers Beer Manufacturer — Interview Transcript wae ‘our sre bee maracering company tht cprst na The cost arscure fr he opin = poor compuesto te tarmatoralSinctrack, you he Se he Sovak, Is ehe rien anyon the cost or shou ao ae he eens fh company tale (Gea prin re ate protlem sony ore te ‘Ashe le protien wi alone pec ber product or the problem pred ou srt ‘Stern prosien! aasooraly tue amaryl pote specte cur are ‘he problem snot km ta one protic eet she cline sing te pre rose any ter produc Our hey empssrh, ac wh ae reson pers, eral ea fergie eat ue es Sho poster wah he sae? Sure yu ca oa went sot braking hs oth aie. Te compos et | weld the to ane Payal ara ahem reg ey ior ‘tanto nd indy Perec Doo ts snd Gay cr sha fokinesmeting ore eee otha leansnai score la atc woe dr depen recent, Hower be reed el ol ih pale Ss The es mh as oa + protien freshen. col. hr fers ad wages cpt slanting ea (see) Shoals al bee beds ws parca hed wh ‘Yee Tels ined eins blame uno laps Se, cacy slinan cn be brsken cov 3: Acual OuputPentl Op: einen sec cent cacy OU Yes curentcapaciyuton 100%, ‘sere operating Asimn to dat a aha RT oy ae a See er tha fre wen pore the compntiors fhe cht CCompsstrsare manuscrreg5).S0050000bote pr pant Th ee lg doe Sep re ep wr be ey rracheerbeng and ‘ae pone aut The fren i dhe to tamer cing of he maces whch xe pm ‘pond ron Ch ‘ky Te hh ft re ee A 0 el ear my dhe 0 ens er Ondrinra reaons wll aort kt he on bron ess [epee are de a recy a oreo a eg dd 1 Neneronenrysecabltyw he sro local ene in procrng emaciey, ako Sedibourore Whe le pes ache chet! ‘he tof he new machines LS na te ocr maine, wich nots alee fr he fleet Sas td Sere ne speal waning needed or te Show ora oper Se ‘vrchee Thee an acambiyprobemar wel Les expere he exer [Alege unde the eeralreatns, woos he low rs Economie nares ies or extange ts we ot orale th anaction 2 teromenn™ abe sarnaoe mae actor angi wh he enero acd 2 Gokeon rele rds Gc? coer mie yess dre AR eletereg nck eediercige eee eecleerecipets rama a fibenccbe nine wich ohe in 5 Selma contr ve ben pag ily main nc protic wich ie 44 etoaogesl- tat nd her cmponars whch ae wae ithe maker mie nat be Grae the ndan govern et put rercons on import seven Chise odes and ec cet aation Whureldisyareclemeeaa? Hae an nde rg Crd comin sin egg 5 SLE GSE Ae nthe ened rere aching acy ar arate See erone aay ican ue fr Sur ‘ene ten enn we ay ab ura, wean coer the anf sing poss, 2, Retin: baby wel be meenins Sonal mre roxici hve bet ee ‘hy fv nme te errs faves Boner The ct an aon 3, Upper Dig deap orn tery Wh agi ci i ad atteProfiailiy | Cost reduction | Easy |Disoilers Beer Manufacturer WR Your client is « beer manufacturing company that operates in India. The cost structure for the company is poor compared to the international benchmarks, and you have been asked by the client to find out why. Interviewee Notes | Case Facts | Approach/ Framework: + Qualctive ze. no ‘Client ia beer ’ Ea + Asingle cost head case ‘with maleple produces ose | 5 enero SEES | ETT ne nes SD Se ar + meracerce |* Geet | new | ey mame BBR eit temccey | eatene | Sean mae | ees gee i cee = 2S US. Sa Recommendations ‘Cent el ge cotati of sr or nga emt + tne medunterm, he het an lot he oreramertto raeravers + fake engerran theclenhoudsi texan devel ton naa or eque talc propery om leenore Observations / Suggestions + Winen mines specs belt lokntie components erenng or fbr magneProfiailiy | Cost reduction | Moderate | BFSL Retail bank - Interview Transcript wae (Our ant i marraige profi ands abit empece You tae ben Sprsiched tine presen net anges Sere 5th ey probe | ed locas ni nin ith Sec prs cor Chere niches mcr eink hue ayaa bec nv epi? No phase go shen ae wih fw dary quesions he prolen planar te cans branches rit spent toaprucuar cory (erature brsche! ‘The protien borg cechy 2 ecibranc octal ina meopaltan regen | “Ghenshe pstlem' specif parzcir branch tis eto aera th he problema teed by de nok nds era! Ar ce conpessoced regen 25 a "Noh prolamin beng ed by er hene How much ve profi died And or hon longa she cee ben eperincing Tharcha eons dain of 20%. prof: The uaa etn rondo} Quer row [lng Snethe sue efron old yas hee we the rnd revenue cst {Oprah ow deere aries? evens rows sy rm bth at he nerd smh ghee Als net ae to dv oe the oe srctre ns npr atch Ae oof ro bare cane monty vandhal Provionng dpe ‘xpe,Dowe have lnowndgen ta wich sbovewerenat line woh he apeeatone ot ‘he eaeneagenie it str to compuablebranche andthe ba debe apart sherepon (hay. the sue x wh se operangcans of he ranch The major opr epee the ‘Sant aul ncae ampayes pent par eatorer rem mz scarey pose ‘Saracen precaocs epene Sets we bre ny reat forte coe ha oon nerneng spel eas ur ompenor sin tampon tapi pre ‘The per ager oot simi t oer bain th arn an hs reid charged fr he Fe een ree laymen nn (tay. thaeave us wih employe expense custome. whith ssaynumber ef eaters iy ch ampgen,snenery&ponog spate, Bereing he en of nye ‘Sis age a re a franc tnpleyn ede ens er in ney ‘The slay sacar rployesfor ious poston is siniartthatlcompablebances ‘Aris Thani coca et mee cf menor of ster str by ech Seige Geen oh pee sgh wo cay hau Catamaran per emleee lowerthan Sandy Sona prague ue ofoersaing (ty Hom wld you ether mesh cot hn CCuramersered per enpoys wl conpree utero staners eve per empoyee wich so epend ont ne ake y te employe pr ctone ane tal wring ours ‘Yer correc Sota ean obeved a the meray se enpoyee pe cutomerhih Cony thnk fone renson lore ane! ‘hesnus might rig dueto ane trond rezone ck ether sie, mown or cpeera TP abi Lome leva newer rpoyees er newprocelres which enploye 2renot Maen Spero ib md wh eal othe dee 5. Opporaney The enployne me nate shut chew pial tice to ‘So,tow doyou ngertwe cvecomeths? | Trameheemplyecs rar enabler beter undrzand he nets oft customer nd {perty ss he ices $F ete he rec cca i it ooh rs rages ‘Serves sin wnstringmeney 2d bares ngary Daporerte he seven requ TSepn whoperamghisk eat or ona be kr tei scr ted epcig pasook ei ge window rnc fort manyersn a pen “Tha you ThasearerexoraerecemmenttiontProfiailiy | Cost reduction | Moderate | BFSL Retail bank ws (Our dient is a major retail tank facing declining profits and is unable to compete. You have been approached to find the problem and suggest changes. Intervieweenotes Case Facts | Approach! Framework ‘ont + roben pecicto space | + iis by catamer Semche t simiarso competion: ' Recommendations + Imprvethe sytem pace to etre custome servis improved and se ectd yan enplyes decreed adic sin window harancr nde operat + Gyro tating 1 erpopeees bly thenbetoe se fe centers, + Agrenivesse ind romonen of thal to nd ends pertomed the enplyeen ‘Observations / Suggestions ‘Oui cntore erro other man alas The rms be greene her cto nding che * Once the probes imporan te route esc fr se a dove cry pci me chien cca pod. {Ai Metter a Oper emewert ne be ted te the men aap 1 Candin eet ereopundersacg ofthe cost srt angiProfcabliy | Cost reduction | Moderate | Aviation Lease Fee — Interview Transcript wae ‘our in spate company he United sats tls et Th ese conrac sn epee aed he company wana renew the contac. The cert now consed you an shed Yous fod waye wo reice te last sme The cure aneunt $1 mln how en the pany tone Th an nein: A cers nt ssid vps vtec core ce of {arg ae peo f nen eo loa reo otter ops of te ocor Soong pe 5, clan nxt one te oc pera eparenane You bd ok ia how © lower she coxdiooe, | ele hn tt ho ed be ey en ho er pe les orrs Ale wine the rato fe lane conc? cen gran Th ld tre wn ent cy ne ee | wou th to dep de ic regres of ou det | woud Ike to sae the srg Spee roped by che ee tee di af Ses ts ond Whar gl ey (fthepane vere nt hw yrs sda the veg pac of th esse pe aaa op slain adie Geese o ne way he fe cou reduce cast yang 2 pe win 2 ove eng apc. (Consarng ta te oncnency se wot ward 10 tbo ans par aS ss el tutte Raumng a ow oeapany rte lw porn don es very nay eat ‘ere mil bemore han 5 people nh ple th ome ine Homers, # swine ca it ‘Seayeporabe ore pea fy moet Jagree tata gression Th cy a pS (Ok 2 we tow dat cempany ues jt uy 3.4 snes 2 yer, do we Mzow wich mone ‘Destely se company taste je In earn rom he pone hf we tna the specie ‘monde. an lee te plo hase norhscly Tr snes tt ney ly fs iso Ye a CaN Da EE ve fed mand when le agured (Ok soterspusion bce fw une can beta e chr an Wok nth omy of enng he jr wen acter campo ma up or se mands wehlow wget Sounds good What ca he posble problems with is seo! femsiviidersdacwtssbehace Good pine Now {wold het amas she enor andthe cnet | would ke 2 ook ino rent Seecverraaumtip wie dated ae Gwe oo ar ota hres rea a Cs a ew eg rp 7a a i He cons'wants looker rs (God gestion As youcan se nthe gph the lsing pepe yearn thn contra Fil per yor. The sal pe or carat wih 2 Aran of ars 42min Wt Se cece be mney nts semen ange mega? The cat nengs weld $1600. ‘ins aresome oe probie you te wen cpan loner emractpent nae wo cng te tar cs ee eee ot ne reper oc ee Ieee lee woud be sunt cont loner oma prd so ee sss fay tela nage amt nh siance dp (Good pain! Cn you gression wat inrensescipne! Ine persde whar Beet not Dong us strove eer she ame an be epired = CGootsugnston! We anclom he aacasion hesProfcabliy | Cost reduction | Moderate | Aviation Lease Fee ws Your client is 2 private company in the United states that leases a jet. The lease contract is soon expiring, and the company wants to renew the contract. The client now contacted you and asked you to find ways to reduce the lease amount. Interviewee Notes | Case Facts | Approach/ Framework ius | Cees muomoconeniarsy | + Resta gt ocd aBieansetmanigemicecss 1 Recent | “2milon eee Recommendations + Le pln we ewer set pasty: Sace he pln hardy vr tuned tmx apy, smaller pane at be lzed + Share the lease contrac with anohepary Seeget contrac needa be stable reprdig ge ‘Observations / Suggestions + Conde erty nit othe apsonreconmende whee pose + Wty anys noe porte mene he cvea seated wh your recmmendcrProfcabliy | Cost reduction | Moderae | BFS! Auto Insurance — Interview Transcript wae ‘Your clot (A) im aut inure company Spring Ina and as been ing rdiing pray nih a? yeas They have comet foster hip eo Henly the rend alr Puablesolstins Yau can gore enmurnee er he purport fe aan (Gan you tal nes fete be more tout compet ndeape sd ha posi of AY Ak how ere may gow! ‘Se IA one of he 5.6 or pyre who domi teint andl wound 95% he ‘arke The mrketas ben prog ste around lO pa. Chay Aotow athe compny pew! nt ine wa he say? “eats owed steed pad I mena A oN sme proper ‘Ait th redecian in oft ny ben lacey he company arb copestrs ie dono are very acute da of empetirs: homer relale extant a nas ‘hem ave moaned prota tel ad some have ren herened pray, What So You tae He ponte cures er the! eee eked Secret eee Tey tamper antl ppc ty wh a he Ganges nich So you cn nove romans ” ‘Gap, Tun wi mere and com ae weld he tmp atthe tvs ede bed on he ‘lure for ene: prot ceeopmart eed mig nderriy aerer [neve inesment avant caetehanng Ain isang any majr‘on conaonee! a tiessnd fi ‘ch care jy pore er th cen coat Core oncmsenlener is bes grown er ta cen roth (Gay, en oul ike owners he psle cues che ring as | wuld te ree {Ga Sexier at ovr f Crag ad Avene Cas Ca On we ave ‘Aveapecim smourhas nat charged You canara robbie clang ‘Arch roby of cane afc of how srg #3 compen ply ae anerer notin eat the cz. The woul retin erecenry loo odor she comany ees acy 1 by ced ot plenary ete poly ser el proce Hence th ntact ‘ay ae aon iar my oe the ceri ng ihr coe of 3 Sil sone parot a Vig eansepren casomerint bse te on whew Geng ad rin Shareup crake of i tao pal po of he mace So, we Raves sepia! Yes o ado ere 3H mc i a oe ce he prob pray mind by pooh fraser youre ge rouse tan 15 yas) me of meame, Aas srg Ene of ower ame icome prope eat sspears ma mar ees De Banploe Ps ee ‘hates You mensened at he company hat 2 water mb f caer who 2s young They cx be Coded ire nd tbe ase wile ang renga St sade wher conpared wth mee ged people rg tates Further, ou mented {fat may Se ar meee manpcuune's the ng nee ce Fgh ce POE rte conaderedins riya hey oe epee ars al ve reso chase who merger mere crcl, Aes t ong tt cheno oth rey toners {role Dewi ove ter ders acon ‘Ths the company shold ster een co impowne the prt me or shold suse proms are propa se etn thei “Thtscund toodto me ThankyouProfiailiy | Cost reduction | Moderate | BFSL Auto Insurance To increase profitability of an auto insurance provider Interviewee Notes Saye | sighs) eraroaie + Problem nal pecc tate | + Revruerhavebeen rowig + Snecetoreuatarsbest dy oe H fomipetongmene | potmaeraccnmeiar | stenehotanmdimryisne) | mine wthinaty + eal eon | © ati pete it ee ‘ve sape org igher + Cameorthaincesedats | tanconpestrs ' Recommendations The pate ce et ih cin cos: Higham coe ase dt snfivblectner pole mic + Tur the company shuld thr forronimgronn the pore mi sould aut remna more preprint ri ‘Observations / Suggestions rena rotate > Rvenun/Cana > inser. Wien Wea > Yate Clin» Clam Coxe) + Retermor se cnt suo shed Sere ware cox conjonenhe wis ming Ths shows tthe cade id fave MECE speach nich «whatintervawersire losingProfcabliy | Revenue desine | Moderate | Education |LEK Consuting Education Provider - Interview Transcript ‘Your clan 1 Sous Abin edeaton provi Thee reves have been desing a hy are posi lawn Ontucn odes pndlicier room ‘Argh Ca yo te new rly an eacton poner rehey3 hcl! “The lie pertac pom gre 1? Il Toy pron nde od pong cure. ‘Site cures cones oie, sme ate une snd zone arabia pct? Nima. ou pele hr cacy mS ea coe ara? “he aia at ben ie on for tou 5 yar now The dice scare ef note {by nmbers You cn Contr we pera hertan prowess Ae ‘Alsat. iat «our rman aretsementin rms oe? ‘We pinriy ar workng sas Beoveen Se soot 2045 whe wah gt‘rmal cartons peace nel nest Cenc. Tet rd toler: Arh on inow te tabu the conpettrs ereromerd (rata compesar nang te ame ses? Sie toe © nap pape eg Al a a ay Diereay sire Gus ore sr bl be fe appl es p15 Chay Sue sens tbe gave protien The ecineincorpostcat bea costae ors tren ‘Pee cus ony on oenun Wat oyu thnk ares arse eamict se! lean ink of aor revene sea. Ge beg eralimens the eondeng he maney we ean ‘tom rach and pears andthe tard Beng donors to usby Ghd ates, Dees seam Saher (hay To des tak dep ss Gost etre fone! ony le peephy oF ‘The Deron Grove far slred mare’ dan the rest and the moat impact fas been on lnsesne cours Mos ofa conse we Be buahst id ranaganere oma most Chay Bink ve enouf efomaion > roceed {shal cut my sala on underoae aro of causes we ole and ela er conse Have ny fhe change! ‘Theme ode ena dread ‘Aide Tee renter of crv sven Col hve reduced at 3 prc, Pre elena pends mac on ow band ale, he aray of corer we fer nd scsi of 2 gr fereveryae Te Dnt unceon opt dung enim wh Specs oe pring de aes Frode fot erat ach cn be ny extras frm eco ‘Teer sou ne se ing ovoine Can you sabre more onthe proves pee win rag eaten? Chay ee proces would ce? mace ctr the iy ere a he me elort “We tae Rado vj mary apleans = they do rachaves hr degree ps which eapird ‘et many anders Cour (hay. Tats ig problem Why dos on compaction not ett eFRsuer cue (tay nt tae ened one of ear maar uns. Now |v to undarzind hy he Duran enc at ob torso Da very wel to prng bwin se Dart rarer where acai ae ces? Cece ny of sur compet fer tecncal course and se don vey wal @ at apon ‘enc you ne htmoea sto he potions | had che aeons unto we fel oat or ‘mating efor are not efi 2 ty were bore, Can yor blp ety wy See ere ree See ie fe Sele ge i ee ‘spokesperson A semis be ged with Erg come Canyou tame abe abot ur cere narwng ery? ‘Werden abe nah eek Va Wee acumen ‘ao please gore fornow, Stay! fes ae rene angng ome, Ltn, Twa ther socal meas mabe ped ine ater Furi, ot cs rine woh woos 119 wari fru oa ar pe lpr crip agro Laren gare pasapteaiorely ‘Fiat eoms he = pod ida. Car you pla ih the broad pa of sone reve he emt Ser Conl Shes enuatnsructore fr ci pd Pre ke your tne [Alogi In he na arma 2 priory th em mag ek ooferng + hgh carton gst saith prsneegysue nih lane ane shud Go 3c bees nln teen isha! a tosses sd andy © any asso dumane ce be sed Fy ema enonouny es maker wat ec ocun ad on our Rew witatvesAporonat hae trun cheno plete area en ‘Thankyou Tha waProfcabliy | Revenue decine | Moderate | Education |LEK Consuting Education Provider ws Your dientis a South African education provider. Their revenues have been declining and they are trying to figure out the reason and define 2 plan of actior for revival, Case Facts Interviewee Notes ‘Approachi Framework + Seah Aram eduesion | + 3 yevenue streams — provider | Enalmert esearch, | beeen 2045 Ignore cease | + Prerencin rtan province: | + isue wit enroments in Costs + Mery busies-eated | undergraduate Larger sue in Duran Seater =—— ka ow Fee = = ‘Recommendations: ey Learnings: + Neat tem: Indude provson of higher cerfiation passin curiam 1 These are 3 hay revenue streams for an education provider + Continue: Invesn marketing trough ree chante «lg eoker and enguaione can ply 3b rleinedectionsactor + Leng term: Innovate basket offeringsProfcabliy | Revenue decine | Moderate | Ou! and Gas Oil Distributor - Interview Transcript Asuer cue Your deni of attr komme pt paresis ais have been cnt fr te at lew yarsinone ofthe pvel pun. Dagnoe andecommend ster. | woul eo Bag wah ow dary tsi an ou cane As oa my sndersandg or ‘lanes ee esa pumps id the prabi speero ape then Irae crac? That core let cSones navenl aru of 3 regal debut Aes the proton beng ed by Beng ton or rol dabatr i otrlant hare. The problems spec tthe en prcnne Since fhe pral ump i ng yrotnty pce I hw su be prof srr he Fa Youanassume at cose nal cncrnrnow andar by araang heen, ‘ore Aran fel sources 3 wal el ony perl orb cher produc wl! (ny pre ol caren. asters ft tg ston pe fer ny oberon orem be Nayeucango ahead ew sre by ang te reverse rom ful sur fs tre down ts 20 of citar read seas per to, pe of pea ae ar (Crresty te ayrge no of carer per ye 0, seta a par same |e and he prea perl Rell Disinar margeare 106, Age So merase pri ween okt ening of a es How ‘You an anene the pres ae compete, dtrauor much we conte sro a Payer and seat ne 3b0 sorts. The ruber cntoners pen on 3 omen eantes. (tay. 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Carey th venue per person rom cowentce sore i Re1O0 Your ays i cerece denane tat be pes are deraned yin te reve per pon fom the convene Fron uy ¢-nlrape/yony eorynnnebo (wie se eeten) Ths reas at deceaen he pes note ocr, Weuo ted 2 i ep ct eg be roen respomec Se revenes lpene sag tee What arte produc beg old coment nore ‘We svn nr vonage cp LSA Se HCE GAG WH cont hrs bye drs Can recrmenan 2 wa oer ere 1 Biirmeemosaratneher doce 3. We can oo ste enti of aero the nore 4A We cine eqtore an opto of mroaicny snow proces wre she payne for pec vile dine he store cour Th wil erty land to canner athe are rt ath arte a tal keane (re ae IRtmenance user pele wks dont wantin goo he os)Profcabliy | Revenue decine | Moderate | Ou! and Gas Distributor wR You hare been approached by an cil distributor facing with profitability problem in one of che 4 petrol pumps owned by them. Diagnose the problem and recommend appropriate solutions. Interviewee Notes Cate Facts Approach! Frameworke ‘Nant edness | + Pretamapaitee te sources lr pecolpanp. VAS, | + Only aval ld carey. Neocon cnlocton prin anisewee | * Aberin walt bahpas + Chngigprce lia oaicraconmodand Recommendations + Incense the onverence re eve arene stock traf alien nd ary ack more vei rated ems ‘Observations / Suggestions + les eset! ofrecut hay rene teas for he peal pp adherence | eeap egos beeen ed ytd doe ed ae ig orlProfcabliy | Revenue decline | Moderate | Heavy Industry Tractor Company - Interview Transcript Curse mor trcter manicure wit atone rere ei ingen Sed gumbieto compete fou hve beet ppracind fn he problem “The key arti ned tofocton fing in wth dang remote tom mor let, 1th ny eer cect! noes lacp mn No Phase so hese esa toch awe hel fen ons pr arn! \Waare shay posites andar: ofsh cong ishe compen ‘Theres elon pe of acorn he marke: Plas oc olen haclr tear mare Tg a eng ona oe I walt now ket deep ve i th ration | woud iets Brup vee ts 2 tommenera a ofa spite pert Do we vey oration ay hee 2 (er pees hve remainedcoset te hve fc deina nh robe fone {06 ts mb fit by 2 compen, Orr marti el he rar ad our apie trav hare ar wleexctor nase bee dere or cur mace re hse (Oneranary ot ng ny Secine Ourcompestrs tae ane he marie ie pret ab dese weet nes te eter redo We cn mandacur cvenfor a Otinceatendemsnd Cac ie Ao, ere bea no ‘hae in od or etn croaon We re acne Sore of ned bee ctor Se caramen Ta urbe dep ve th reatn of ane = dems Iwao erplre® fete our prot paces ne are mathe ou peo our rotund our ronedon soag. il oh epeo certs Alon woul ier bra bar sot compos wae ‘loo goed There re aincompeers Sse fone yer av rerese ren whe ere en ot mode nate Tee enw he pomsans acer Vy ro as he comprttreereasd the promaional acy more anu Te promotor aces the nay an be cones. franc a mrss camel sed Pomctons ite commeuorofeinghew deccure a tear! 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