Ross Case Interview 2015

ROSS CASEBOOK 2015
Ross Consulting Club

September 2015
Table of Contents
• Cases: Index 3
• Introduction & Acknowledgements 5
• Firm Overview 7
• Industry Overview 25
• Case Interview Basics 38
• Cases 56
• Additional Recommended Cases 258
2
Cases : Index
• Case 1 – Dr. Rossman’s Magic Eye Drops 57
• Case 2 - Diesel Transportation Co. 64
• Case 3 - Chef’s Best Cutlery and Co. 71
• Case 4 - Credit Card Processor 81
• Case 5 - Burger Chain Private Equity 89
• Case 6 - Retail Bank, McKinsey (Quick on Your Feet Competition) 96
• Case 7 - Ross Summer Employment 106
• Case 8 - Fertilizer Innovation 112
• Case 9 - Airport Parking 117
• Case 10 - German Luxury Car Maker 123
• Case 11 - Sheep Auction 128
• Case 12 - African Call Center 137
• Case 13 - Bath Co. 147
• Case 14 - Little Bud Co. 154
• Case 15 - Midwest Hospital 166
3
Cases : Index
• Case 16 - Apache Helicopters 175
• Case 17 - Lawn Co. 182
• Case 18 - Marie’s Café 194
• Case 19 – PD Gas Buyout 206
• Case 20 - Office Vending Services 214
• Case 21 - Acme Packaging 230
• Case 22 - Balke-Collender Corp. 247
4
Introduction
We proudly present the RCC 2015 casebook. This document is meant to provide a brief overview of
case interviews and a series of practice cases. For each case, we have specified the type, difficulty
level, and industry. Some cases are also specific to some firm formats.
We have updated the firm section of this casebook, based on the most recent information for the firms.
We have also updated the industry section. The material is a starting point in your effort to learn more
about firms and different industries that could give you some insights while saving you a lot of time.
However, it is only a first step and we encourage you to build upon the information by doing your own
research on industries and engaging with firms to gain a deeper understanding.
Best of luck in the upcoming recruiting season!
RCC 2015 Casebook Team
Justin Brown (MBA 2015) Shreya Thacker (MBA 2015)

Anvesh Goel (MBA 2016) Ishita Priyal (MBA 2016)
Daniel Rufo (MBA 2016)
5
Acknowledgements
Many people contributed to this year’s casebook. We are really grateful for your help and
support.
• Ebony Pope
• Nikhila Bhat
• Erick Goihman
6
FIRM OVERVIEW
Does not sponsor
Accenture internationals
Accenture is a large global management consulting firm specializing in executable solutions and
organizational transformation.
About Quick Facts
! Focused on practical solutions that clients can implement ! Number of consultants: 18,000
! Balance of strategy and implementation ! Number of offices: 200 in 56
countries
! Rapidly growing management consulting division
! Services: 18
! Internal Strategy College offers consultants the opportunity for
professional growth
! New consultants hire into the global operating model or a specific
industry
Interview process overview Career path

! First Round: ! Consultant
o Two 45- minute interviews consisting of a fit portion and a 30 ! Manager
minute case ! Senior manager
! Second Round: ! Senior Executive
o Two/Three 45- minute interviews consisting of a fit portion and
a 30 minute case
8
A.T. Kearney
A.T. Kearney is a global team of forward-thinking, collaborative partners that delivers immediate,
meaningful results and a long-term transformational advantage to clients and colleagues.
About Quick Facts
! Traditional strengths are operational consulting & strategy ! Number of consultants: 3500
! Increased presence in private equity work ! 61 offices in 40 countries
! Diverse work environment and friendly colleagues ! 13 Industry groups
! Strongest industry verticals: Consumer, Industrial, Retail and Public ! 11 practice areas
Sector Energy (CIRP). Financial Services picking up
! Recent Managing Director change and aggressive growth strategy
(including lateral hires) has been announced for the firm
Career path
Interview process overview ! Associate
! First Round ! Manager
o 45 minutes case interview ! Principal
o 45 minutes behavioral interview ! Partner
o Conducted by a Manager/Principal
! Second Round
o Written case (60 minutes preparation, 30 minute presentation
including 15 minutes for Q&A)
o Two 30-45 minutes fit interview
9
Bain & Company
Bain & Company is a global management consulting firm that differentiates itself in solving business
problems for clients by working with the clients’ team as business partners and focusing on results.
About Quick Facts
! Expertise across all major industries and across functions ! Number of consultants: 5,700
! Bain redefined the boundaries of traditional strategy consulting in ! Number of offices: 51
working with companies such as: Tied Economics, BridgeSpan
Group, PE consulting, Bain Capital
! Emphasis on people – opportunities to balance work –life,
international transfers, externships, private equity rotations
! Leading consulting firm sought by major private equity firms
! Generalist model with office-based staffing Career Path
! Consultant
Interview process overview
! Case Team Leader
! First Round:
! Manager
o Two-45 minute interviews including a brief fit interview
(5-10minutes) and a case interview ! Principal
! Second Round: ! Partner
o 45 minute behavioral interview
o 45 minute case interview
o Written case: Interviewee has 60 min to review a written case
followed by a 30 minute presentation/Q&A by interviewer
10
Boston Consulting Group
BCG is a global management consulting firm and one of the world's leading advisor on business strategy.
Commitment to both clients' success and its own standards is what sets BCG apart.
About Quick Facts
! Regional staffing model ! Number of consultants: 6,200
! Creative and supportive environment that values innovation ! 87 offices in 45 countries
! BCG provides one of the lowest leverage ratios in the consulting ! 19 Industry groups
industry; senior management works closely with junior consultants ! 18 practice areas
! Emphasis on a generalist approach. Consultants are not required to
specialize in an industry or service line until becoming a Principal

! First Round ! Consultant
o Two Case Interviews (Includes a section for behavioral) ! Project Leader
o Conducted typically by 2nd year Consultants to Principals
! Principal
! Second Round
o Three Case Interviews typically conducted by senior ! Partner
representatives
! All Interviews are 45 min with at least 25 min dedicated to the case
! Some offices (such as Chicago) piloting a written case
11
Does not sponsor
Cognizant internationals
Cognizant is a global consulting firm focusing on business & IT solutions that increase competitive
advantage through added efficiency and effectiveness.
About Quick Facts
! Strong data analytics driven solutions ! Number of consultants: 3,000+
! Senior consultants put on high profile projects right away ! Number of global offices: 50+
! Accelerated promotion track available for top performers ! Industry Practices: 12
! National staffing model ! Functional Practices: 6
! Customer-focus culture, based on passion, collaboration, cost
reductions and business results
! End-to-end solutions provider with ideation to value realization
framework
! First Round: ! Senior Consultant
o One 30 interview consisting of fit questions and another 45 ! Manager
minute interview consisting of a technology case question ! Senior Manager
! Second Round ! Director
o Two 30 minute interviews consisting of fit and experience ! Senior Director
questions
Note: Technology case will be a general case consisting of a discussion
about a general idea
*Based on best available information
12
Deloitte
Deloitte is a global management consulting firm specializing in strategy and implementation across a
broad range of industries and functions.
About Quick Facts
! National staffing model provides flexibility to work in a variety of ! Number of consultants: 20,000
industries regardless of office location ! Number of offices: 80+ US offices
! Focused on executable strategy that offers opportunities in both ! Practices
strategy and implementation
! Strategy & Operations
! Job flexibility and culture encourage work-life balance
! Technology
! Deloitte University, leadership center near Dallas where leaders
thrive and ideas prosper ! Human Capital
! Expanded strategy practice and capabilities with acquisition of
Monitor Group during January 2013

! First Round: ! Senior Consultant
o 30 minute behavioral interview ! Manager
o 30 minute case interview
! Senior Manager
! Second Round:
! Partner or Director
o 60 minute individual case interview
o 90 minute group case interview
13
EY
EY is the 2nd largest professional service firms in the world delivering capabilities to help companies turn
innovation into action, information into insight and risk into results.
About Quick Facts
Advisory Services ! Number of consultants: 167,000
! Performance Improvement (PI) - includes all operations related work ! Vision 2020 is a firm-wide growth
and a strategy function known as “strategic direction” revenue to double revenues by 2020
! Financial Services Organization (FSO) - strategy work for Financial (largely led by growth of consulting
Services clients practices)
Interview process overview Career Path
! First Round (on campus): ! Senior Associate

o One or two interviews1 ! Manager
o Behavioral may be separate or part of each interview
! Senior Manager
! Second Round (off campus):
o 2-4 interviews with Managers, Senior Managers and Partners ! Partner
o Mixture of behavioral and case interview
o Group Exercise with a problem statement – 15 minutes
1Depends on which service line you are interviewing for.
14
L.E.K Consulting
L.E.K Consulting is a global management consulting firm that leverages its deep industry expertise and
uses analytical rigor to solve the toughest and most critical business problems of its global clients.
About Quick Facts
! Expertise in Private Equity, Airlines and MedTech ! Number of consultants: 1,000+
! 5 offices in the U.S: Boston, New York, San Francisco, Chicago and ! 22 offices in 14 countries
Los Angeles ! 15 Industry groups and 4 functional
! Office-based consulting model limits frequency of travel areas worldwide
! Provides strong opportunities for international exposure
! Option of declaring an industry focus early on in the career
! First Round (phone interview): ! Consultant
o Behavioral and case interviews (quantitative and estimations); ! Manager
30 minutes; conducted by a consultant or manager
! Principal
o Behavioral and case interviews (qualitative); 30 minutes;
conducted by a consultant or manager ! Partner
! Second Round (Off-campus):
o Business presentation interview ; 45 minutes preparation, 30
minutes presentation (no powerpoint) including Q&A;
conducted by principal and manager
o Behavioral; 30 minutes; conducted by a partner
o Behavioral and case; 45 minutes; conducted by a partner
15
McKinsey & Company
McKinsey & Co is a large global management consulting firm focusing on high profile studies for
businesses, governments, and institutions.
About Quick Facts
! Strong research department supporting consultants ! Number of consultants: 9,000
! National staffing model ! Number of global offices: more than
100 offices in more than 60 countries
! High profile clients and studies
! Industry Practices: 22
! Teams with diverse backgrounds (MBAs, PhDs, JDs)
! Functional Practices: 8
! A culture that promotes work-life balance
! Encourages active discussion; individuals have “obligation to
dissent” Career path
! Associate
Interview process overview
! Engagement Manager
! First Round:
! Associate Principal
o Two 45-60 minute interviews consisting of a case and fit
questions (~15 minutes for fit questions) ! Partner
! Second Round: ! Director
o Three 45-60 minute interviews consisting of a case and fit
questions (~15 minutes for fit questions)
Note: Fit questions address three main points: personal impact,
leadership, and entrepreneurial skills
16
Parthenon (Part of EY)
EY is the 2nd largest professional service firms in the world delivering capabilities to help companies turn
innovation into action, information into insight and risk into results.
About Quick Facts
Parthenon – EY (Transaction Advisory Services) ! Number of consultants: 500+
! Parthenon joined EY on August 29, 2014 to form a strategy ! Number of global offices: more than
consultancy that helps firms reach their growth goals 22 offices in more than 13 countries
! Work is divided as Strategy and Transaction Execution
! Strategy - Growth, Market Diligence, Market Entry, Portfolio
Optimization
! Transaction Execution – Commercial DD, M&A Strategy, Sell-side
Preparation
Career Path
! Consultant
! Senior Consultant
Interview process overview ! Vice President
! First Round (on campus):
o Two interviews1
o Behavioral may be separate or part of each interview
! Second Round (off campus):
o Written Case - 30 mins and work with a consultant ~15 mins
o Behavioral interview – 15-20 mins
1Depends on which service line you are interviewing for.
17
Does not sponsor
Partners in Performance internationals
PIP is a global management consulting firm and known for identifying and delivering bottom line
improvements.
About Quick Facts
! Non office-based staffing model, consultants may live anywhere ! Number of consultants: 400+
! Creative and supportive environment that values innovation ! Based in Australia with practices on
each continent
! Emphasis on executable ideas over broad strategy
! 17 Industry groups
! Work hand-in-hand with client representatives from all levels to
deliver value and sustainable improvements ! 15 practice areas
Career path
! Associate
Interview process overview ! Consultant
! Senior Associate
! First Round (2 interviews): ! Project Manager
! Manager
o Each interview will have a Case and Behavioral portion ! Project Director
! Associate Principal
o Interviewers will range from Managers to Principals ! Principal
! Principal
! Second Round
o Same format as the first round ! Director
18
PwC Advisory
PwC Advisory is a rapidly growing consulting organization backed by the stability and strength of the
PwC brand. They support clients in designing, managing and executing lasting beneficial change.
About Quick Facts
! National staffing model ! Number of advisory staff: 46,000+
! Focus on four industry verticals: Financial Services, Health Care, ! 758 offices in 160 countries
Product and Services, Public Sector ! Practice areas:
! Consulting practice projected to double in the next two years ! Strategy
! High investment by the firm on internal networking events to ! Finance
develop strong intra-company bonds ! Operation
! New employees recruit for a specific industry focus ! People & Change
! Risk
Interview process over view Career path
! First Round (On-campus, 2 sections, 45 minutes each) ! Senior Associate
o Behavioral ! Manager
o Mini-Case and Fit ! Partner/ Principal
! Second Round (3 sections, 45 minutes each)
o Behavioral
o Content interview: Industry Focus Interview
o Case interview: a presentation based on a case emailed 48
hours in advance
19
Roland Berger
Roland Berger is one of the top international consultancies. It prides itself on developing creative
strategies and implementing practical solutions.
About Quick Facts

! Locations in U.S: Chicago, Boston, Detroit ! Number of consultants: 2400
! Values entrepreneurial spirit and individuality of consultants ! 50 offices in 36 countries
! Three core values: entrepreneurship, excellence and empathy ! 26 Industry groups and 27 functional
! Deep Understanding of diverse cultures and markets areas worldwide
! Internal transfer policy that allows consultants to permanently ! 3 industry groups and 4 functional
change offices if they have suitable language skills areas in North America
! Every new hire is assigned a senior mentor to help with the
transition and personal development Career path
Interview process overview ! Senior Consultant
! First Round ! Project Manager
o Fit and short case interview; 45 minutes; conducted by ! Principal
consultants
! Second Round ! Partner
o Personal fit interview; 30 minutes; conducted by consultants
o Business knowledge interview; 30-45 minutes; conducted by a
partner
o Presentation case interview ; 30-60 minutes preparation, 30
minutes for presentation including Q&A; conducted by
consultants and members of management team
20
Strategy&
Strategy&, member of the PwC network of firms, is a global management consulting firm known for its
functional expertise, industry foresight, and “sleeves rolled up” approach to working with clients.
About Quick Facts
! Strategy& is been known for deep industry and functional expertise ! Number of consultants: 3,000
across public and private sectors, influential global studies and ! Number of offices: 57, including
books, and management magazine “strategy + business” North America, South America,
! Emphasis on mentoring and assessment – senior mentor, junior Europe, Middle East, Asia, Australia,
mentor, 360 degree performance assessment New Zealand and South East Asia
! Expertise across diverse industries and functional areas and
emphasis to pick either industry or function; functions align to
industry practices as you move up
! National staffing model
Interview* process overview Career Path

! First Round: ! Associate
o Two 45- minute interviews consisting of a fit portion and a 30 ! Senior Associate
minute case ! Principal
! Second Round: ! Vice President, Partner
o Two 45 minute interviews with partners following the same
format as the first round
*Can apply to PwC and Strategy&, but can only interview with one
21
The Cambridge Group Does not sponsor
internationals
The Cambridge Group is a management consulting firm specializing in helping clients identify and
capture market demand.
About Quick Facts
! Acquired by The Nielsen Company in 2009 enables access to key ! Number of consultants: 90
customer insights ! Number of offices: 1 (Chicago)
! Emphasis on helping Growth strategy – top line growth
! Office-based consulting model limits frequency of travel
! Major industries include retail, CPG, and financial services, but
expanding into other areas including media and technology
Career path
! Consultant
! Project Manager
! Single Round (3 consecutive interviews over ~2 hours): ! Project Manager
! Project Director
! Two 40-45 minutes – Full case interview ! Project Director
! Principal
! 40-45 minutes – Behavioral interview ! Principal
22
Treacy and Company
Treacy and Company is a management consulting and venturing firm that advises clients on their most
most pressing performance issues related to strategy, growth, and profitability.
About Quick Facts
! Emphasis on helping growth strategy and innovation (product and ! Number of consultants: 100+
service, go-to-market, operating model) ! Number of offices: 2 (Chicago and
! Major industries include financial services, telecommunications, Boston)
industrial products, healthcare, and consumer goods.
! Works in highly focused teams—typically a partner and two or three
consultants
! Has an active venturing arm that focuses on Stage 0 start-up ideas
with a goal of launching at least one new viable venture each year Career path
! Associate
! Engagement leader
! First Round (2 interviews): ! Project Manager
! Principal
! Two 30 minutes – 20 minutes case and 10 minutes behavioral ! Project Director
! Second Round (3 interviews): ! Principal

o Two 45 minutes - 30 minutes case interview and 15 minutes
behavioral
23
Does not sponsor
ZS Associates internationals
ZS Associates is a global management consulting firm specializing in using data driven strategies to
provide sales and marketing solutions.
About Quick Facts
! Expertise in marketing and sales with a focus in healthcare ! Number of consultants: 2,000
! Partnership with clients to design and implement solutions ! Number of offices: 20
! ZS services include consulting, outsourcing, technology, and ! Practices
software ! Business consulting
! Project-specific and formal training provide opportunities for ! Business operations
continued professional development
! Business technology

! First Round:
! Consultant
o On –campus consisting of two sessions-a behavioral interview
and a case interview; 45 minutes each; conducted by a manager ! Manager
! Second Round: ! Associate Principal
o Behavioral interview; 45 minutes ! Principal
o Case interview; 45 minutes; conducted by a principal
o Business presentation interview ; 45 minutes preparation, 30
minutes presentation including Q&A
24
INDUSTRY OVERVIEW
Airline Industry
Key Ideas Revenue Streams Cost Drivers
! Consolidation in industry ! Ticket sales to economy and ! Fuel

! Low cost carriers and fare business passengers
! Labor
competition on competitive ! Charges for baggage and on-
routes board services (up-selling) ! Marketing
! Online booking and check-in ! Cargo transportation ! Terminal fees
! Expansion of domestic and ! Credit cards ! Insurance/legal fees
international routes
! Capacity optimization (Load
Factor)
Customer ! Leisure travelers – (generally price sensitive)

Segments ! Business travelers – (very important to airlines due to margins and services purchased)
! Freight/Cargo Transportation
! Internet - online travel sites, airline websites
Channels ! Airline sales team: call centers, online, or kiosk
! Travel management companies (TMCs) serving corporate clients, travel agents
! Changes in fuel prices have a major impact on profitability

Risk ! Macro-economic conditions greatly impact amount of leisure travelers
! An intensely competitive market with many foreign airlines partly government subsidized
! World Price of Crude Oil !Per capita disposable income

Key Economic
Drivers ! Trips by US residents !Optimization of capacity
26
Automotive Industry
! Automakers, Original ! New car sales ! Labor

Equipment Manufacturers ! Auto part sales ! Materials
(OEMs), Replacement Parts
Production, Rubber Fabrication ! Services offered with vehicle ! Advertising
purchase ! Financing costs
! Highly capital and labor
intensive ! Financing ! Recall costs
! Extensive competition due to ! Extended warranties
foreign automakers ! Leasing
! Unions
! Cars, vans, pickup trucks and SUVs ! Commercial purchasers

Customer
! Personal car buyers ! Government purchasers
Segments
! Rental car companies
! Automobile dealers
Channels ! Secondary automobile market
! Automotive parts/services outlets
! Globalization of the industry enables more ease of foreign competition

Risk ! Extensive competition impact on already low margins
! Changes in consumer trends and tastes
! GPD growth ! Steel prices

Key Economic
! Income growth/disposable income ! Consumer confidence index
Drivers
! Price of crude ! Yield on Treasury note
27
Commercial Banking
Key Ideas Revenue Streams Costs Drivers
! Consolidation/acquisitions ! Loan interest ! Wages
! Increased mobile banking ! Loan types ! Bad debt expense
! Channel innovation in digital ! Real estate ! Interest rates on deposits
and physical channels ! Auto ! Branch and compliance costs
! Customer attrition rate ! Personal ! Overhead costs - paper fee; error
! Offshoring of call centers, back ! Education rate costs for manual processing
office functions ! Service Fees
! Digitization of processes ! Spread between interest rate
! Cross-selling charged and Fed rates
! Credit cards
Customer ! Wealth: deposit balances, income ! Size: small businesses and consumers
Segments ! By lifestyle: buying behavior ! Age: under 35 adapt to technology better
! Savings and loan ! Online banking

Channels ! Credit union ! Microfinance
! Traditional checking
! Change in savings behavior

Risk ! Loan default, interest rates and federal funds rates
! Consumer confidence ! Urbanization ! Interest rate

Key Economic
! Household debt ! Home and car buys ! Government Regulation
Drivers
! Employment statistics ! Disposable income
28
Health Care Industry
! Affordable Care Act ! Hospital care ! Dependent on segment

! Highly fragmented: Top 50 ! Physician and clinical services ! Significant costs related to new
organizations account for 15% technology implementation
revenues ! Prescription drugs
! Employers pushing health care ! Nursing ! Often inefficient organizational
costs onto employees structures
! Dental services
! Aging Baby Boomer population
driving increased revenues ! Research, Equipment,
Investment
Customer ! Patients/consumers
Segments ! All generations and segments of the population require different products/services
! Hospitals ! Nursing homes ! Pharmacies

Channels ! Doctors offices ! Outpatient surgery centers ! Medical equipment
! New legislation (Impact of Affordable Care Act still uncertain)

Risk ! Funding availability
! Regulation for health & medical insurance ! Aging population

Key Economic
! Federal funding for Medicare and Medicaid ! Advances in medical care and technology
Drivers
29
Non-profit Industry
Intended Impact
! Define success criteria ! Consider tradeoffs
! Think big picture (e.g., society, people you are ! Depth vs. breadth of reach
working for/with0 ! Quality vs. quantity of program initiative
! Intended impact should align with strategic goals
Theory of Change
! Define specific actions steps to achieve the ! Define timelines, initiative priorities and
intended impact ownership responsibilities
Key Ideas
Implementation Feasibility
! Revenue Impact (Self sustaining model, grants) ! New infrastructure cost – IT systems, office space
! HR costs: creating new roles, hiring new staff, ! Indirect costs
train existing and new staff, modify existing
organization structure ! Impact on culture of organization
! Impact on scale on quality of outcomes
Performance Measures and Reporting Impact
! Measure performance vs. peers ! Monitor and modify plan accordingly
! Set milestones for financial and operational goals ! Consider performance during and after
implementation of initiatives
Case topics
• Growth through existing platforms • Growth using technology
• Growth through new partnerships • Thought sharing to strengthen the industry
• Growth driven by policy changes
Link for sample case:
http://www.bridgespan.org/MediaLibraries/Bridgespan/BridgespanMedia/AboutUs/HR/PracticecaseinterviewFall2007.pdf
30
Oil & Gas Industry
! Upstream, midstream, downstream ! Crude oil ! Exploration: seismic studies,

! PV-10 ! Gasoline drilling rigs and labor
! Production: refining
! Cost per gallon ! Natural gas
! OPEC ! Refining products such as ! Pipelines
! GDP growth lubricants ! Gas station: oil, labor, insurance,

! Gas stations: gasoline, food licenses
! Renewable energy
market, car wash
! Fracking
! Petroleum refiners ! Domestic and commercial users
Customer
Segments ! Electricity generators ! Other industries
! Retail ! Commercial
Channels
! Wholesale
! Access to reserves ! Political pressures

Risk ! Energy policies ! Substitutes/renewable energy
! OPEC decisions
! Government regulation
Key Economic
Drivers ! International oil production and demand
For the 2014-2015 changes in O&G industry read:

http://www.nytimes.com/interactive/2015/business/energy-environment/oil-prices.html?_r=0
31
Pharmaceutical Industry
! Affordable Care Act ! Insurance payments ! Research & Development

! Aging population ! The federal government provides
! Manufacturing cost (the largest
certain grants to subsidize R&D
! Patents and generics share of the industry’s costs)
! Due to significant R&D lead
! Research & Development times revenue is highly volatile ! Marketing costs
! Insurance ! Seasonality is high on certain ! Wages
products (vaccines and cold
! FDA medicine) and low on other ! Liability insurance and legal fees
! Market penetration products (pain medicines)
! Contract v. in-house salesforce
! Medical patients ! Health insurance companies

Customer
Segments ! Prescribing doctors ! Government insurance programs
! Over-the-counter
Channels ! Prescription drugs: Hospitals, pharmacies
! Mail order pharmacy: Express Scripts, Walgreens
! Generic manufacturers pose a major competitive threat following patent expiration
Risk ! Tariff barriers are no longer a relevant form of protection
! Unfavorable government healthcare regulations and CMS rates
! Median age of population ! Patent protection
Key Economic
Drivers ! Research and development expenditure ! Insurance and regulatory landscape
32
Private Equity & Hedge Funds
Revenue Streams Cost Drivers Key Ideas
! Components of the revenue charge ! Wages and profit-sharing ! Value creation: selling
o Invested capital ! Administrative costs(regulatory underperforming assets, pricing
o Transaction and advisory fees filings, record keeping, accounting optimization, diversifying customer
o Carried interest and travel)(sub-bullets) base, operations efficiency
! Divestures ! Outsourcing of capital intensive IT ! Exit: strategic or IPO
functions for algorithmic trading ! Synergies
! Stability of cash flows(IRR, NPV)
! Strong management team
! Targeted returns ~ 40%+
! Fund-raising on rise
! Un-invested capital v invested
!Pension funds (largest share)
Investors !Private investors (e.g. High net-worth individuals)
!Banks, sovereign funds and life insurance companies
Averages in !Large firms focus on deals ~ $1.0B;middle market firms cover deals between $15.0M- $1.0B.
Industry !Average holding period before sale has increased from 3 years to 6 years in the past 15 years.
!Borrowing can typically range from 65.0% to 85.0% of the purchase price of the firm.
!New regulation -> compliance costs, Rising competition -> decreasing industry fees.
Risk !Competition also exists with sovereign wealth funds and corporate buyers.
!Changes in tax structure
! Investor uncertainty/Pension demand !Exit opportunities
Key Economic
!Access to credit/interest rates !GDP/Investment returns
Drivers
!Regulations
33
Retail
!Same store sales ! Women’s apparel sale !Cost of Goods Sold (74% of costs)
!Sales per square foot !Drugs & cosmetics !Transportation
!Inventory turn-over !Furniture & household appliances !Wages
!Seasonality/recessions !Children apparel !Rent and utilities
!Trends !Men's apparel !Marketing
! Toys
!Footwear
!Misc. items
Customer !The industry consumer-oriented and, due to the spectrum of products, its markets are generally
Segments segmented into different income, demographics and age
!Department Stores/Big box retailers !Demographic retailers

Channels !Discount retailers !Shopping malls
! Changes in disposable income ! Overstock

Risk ! Demand and supply issues ! Easy entry invites competition
!Consumer Confidence index !Gross Domestic product/inflation

Key Economic
!Per capita disposable income !Households > 100,000 income(luxury goods)
Drivers
!International Export/Import !Commodity prices(eg : gold price for jewelry)
34
Telecommunications Industry
! Deregulation led to spur of new ! Voice calls ! Infrastructure

companies ! Additional lines/family plans ! Wages
! Bottlenecks: High capital, scarce ! Text and image communication ! Marketing and advertising
operating skills and management
experience ! Data subscriptions
! Shift from telephones to internet ! Accessories
based services for mobile
! Bundling of services
Customer ! Residential and Small Business (Price sensitive)

Segments ! Large multinationals (Price insensitive)
! Retail stores - carriers and mass retailers

Channels ! Online
! Rapid development of technology

Risk ! High exit barriers
! Systems not reusable across industries
! Investment in rising technology services

Key Economic
! Number of subscriptions to additional services
Drivers
! Number of broadband and mobile internet connections
35
Utilities Industry
! Increase in energy consumption ! Transmitted electricity: base load ! Purchased power accounts
! High investment costs and and intermittent electricity (nearly half of total costs)
regulations ! Base load (95% of industry) ! Infrastructure
! Industry structure is ! Coal, natural gas, nuclear, other
disintegrating into smaller ! Intermittent: renewable energy ! Wages
supplier segments ! Marketing
! Seasonality
! Gov. incentives for sustainable ! Maintenance contracts
initiatives
! Bundling services w/renewable
! Commercial and Industrial

Customer
Segments ! Residential
! Transmission lines/pipelines
Channels ! Upstream electricity generators
! Clean energy threatens the future of traditional power generation methods

Risk ! Seasonal demand leads to uncertain estimates
! Energy efficient appliances decrease consumption
! Economies of scale
Key Economic
! Industrial production index
Drivers
! Climate/seasonality
36
Further Reference
Other recommended sources include

• IBIS World reports
• Industry Handouts on Investopedia
37
CASE INTERVIEW BASICS
Case Structure
Understand)the) Develop) Form)

Analyze)
Ques-on) Framework) Recommenda-on)
(~20)minutes))
(~122)minutes)) (~2)minutes)) (~122)minutes))
• Listen!) • Ask)for)a)moment)to) • Refer)back)to)the) • State)your)
• Paraphrase)the)problem) organize)your)thoughts) framework)as)you)move) recommenda-on))as)a)
statement)to)make)sure) • Develop)324)areas)to) through)each)of)the) direct)response)to)the)
you)understand)the) analyze)along)with)a)few) main)areas)) problem/objec-ve)–)it)
situa-on)and)objec-ves) tailored)sub2topics) • Use)one)sheet)of)paper) should)not)come)as)a)
• Ask)122)clarifying)ques-ons) • Structure)the)framework) per)topic)–)think)of)the) surprise)to)the)interviewer)
around)the)topic)and/or) in)a)logical)fashion)–)it) case)as)presenta-on) • Incorporate)key)metrics/
metrics)to)be)used)for)the) should)open)with)the) deck) ﬁndings)as)a)part)of)your)
analysis) most)important)topic) • Tie)back)each)piece)of) recommenda-on))
• Make)sure)you)have)all)the) and)provide)the) analysis)to)the)main) • Include)risks,)mi-ga-on)of)
informa-on)you)need)to) interviewer)with)a) objec-ve/problem) risks)and)next)steps)
develop)a)framework) roadmap)of)where)you) statement)
• State)an)ini-al)hypothesis) plan)to)take)the)case) • Walk)through)the)
which)you)plan)to)test)using) • Engage)interviewer)by) calcula-ons)/analysis)
your)framework) turning)framework) • Drive)insights)whenever)
towards)them)and) possible!)
explain)framework,)
including)rela-onships)
between)various)buckets)
39
Porter’s Five Forces
Porter’s Five Forces Analysis
Threat
of New Entrants
Bargaining Power Internal Bargaining Power

of Suppliers Rivalry of Customers
Threat
of Substitutes
40
Porter’s Five Forces
Concept Key Drivers

Internal Rivalry • Concentration and balance • Exit barriers
• Industry growth • Overcapacity
• Product differences
Threat of New Entry • Economies of scale • Competitor response
(Barriers to Entry) • Capital requirements • Brand identity
• Access to distribution • Proprietary product differences
channels
Threat of Substitutes • Switching costs • Availability of and consumer
• Relative pricing propensity to substitute products
Bargaining Power of • Supplier concentration • Threat of forward integration

Suppliers • Switching costs • Product differentiation
Bargaining Power of • Buyer concentration • Ability to backward integrate

Customers • Buyer volume • Substitute products
• Buyer switching costs
41
Key Marketing Concepts
4Ps Considerations
Product • Features and capabilities • Packaging and size
• Quality and reputation • Positioning and market
• Service and warranties segmentation
• Differentiated versus commodity
Promotion • “Pull” versus “push” • Public relations
• Consumer awareness • Buying process
• Loyalty • Trial/Repurchase
• Advertising medium
Price • Perceived value • Skimming
• Willingness to pay • Strategy " relation to market
• Retail/Discounts size, product lifecycle, and
• Economic incentives competition
Place • Channels • Coverage
(Distribution) • Inventory " levels, turnover, • Transportation " alternatives,
carrying costs efficiencies, costs
42
Key Marketing Concepts
3Cs Considerations
Company • Strengths/Weaknesses/Opportunities/Threats
• Strategy and vision
• Available resources/Capacity
• Experience/Learning curve
• Financial
• Culture/Organizational structure
Competition • Industry
• Size/Number/Market share
• Economies of scale/Scope
• Capabilities/Experience
• Resources " Financial, distribution
Customer • Perceptions
• Loyalty
• Switching costs
• Purchase behavior
• Segmentation
• Market characteristics/Trends
43
General Frameworks
Topic Key Drivers

Revenue • Volume
• Internal " Price, Customer Service, Distribution/Inventory/
Capacity
• External " Competition, Substitutes/Complements, Market
Forces/Demand
• Price " Competition, Elasticity, Differentiation, Segments
• Product Mix " Attributes (e.g. niche, patent), Quality, % of
Revenue, Variety
• Alternative Revenue Streams
Costs • Fixed Costs " Manufacturing, Labor, Marketing, Overhead, IT,
SG&A, PP&E
• Variable Costs " Inputs, Distribution, Marketing, Maintenance,
Packaging, Inventory
• Balance Sheet Items
• Benchmark Opportunity Cost/Cost Accounting/Capacity Utilization
• External " Union strikes, Technology, Currency Fluctuations,
Tariffs, De-Regulation
44
General Frameworks
Topic Key Drivers

Competition • Rivals (structure) • Reaction
• New Entrants • Position
• Substitutes
Customers • Market Size • Purchase Drivers
• Segments • Price Elasticity
• Needs • Retention/Loyalty
Processes • Manufacturing • Customer Service
• Marketing • IT
• Sales • R&D
• Distribution • Forecasting
Company • Core Competencies • Controls
• Cost of Capital • Financial Capability
• Brand • Management Capability
• Organization / Incentives
45
General Frameworks
Topic Key Drivers

Macro • Legislation
• Unions
• Technology
• Economy " Oil, Interest Rates, Unemployment
• International Issues " Politics, Regulations, Taxes, Tariffs
• Environment
• Socio-Cultural
• Demographics
Supply Chain • Suppliers
• Distributions
Industry • Barriers to Entry/Exit
• Lifecycle
• Consolidation
• Government Policy
• Capital Costs
• Access to Technology, Distribution, etc.
46
Key Formula Review – Income Statement
Topic Formula
Income Sales
Statement - COGS
= Gross Profit
- Operating Expenses (excluding Depreciation/Amortization)
= EBITDA
- Depreciation/Amortization
= Operating Profit (EBIT)
- Interest Expense
= Profit before Tax
- Tax Expense
= Net Income
Margin Gross Margin
EBIT Margin = Operating Income/ Sales Revenue
EBITDA = EBIT + Depreciation & Amortization

Net Margin
Breakeven Breakeven
47
Key Formula Review – Income Statement
Topic Formula
Time Value of
Money
- Initial Investment
Rule of 72 Time for invested principal
r = rate of return
At 7% r, the investment will double every 10 years
At 10% r, the investment will double every 7 years
Ways to value a • DCF
company • Multiple based (EV/EBITDA, P/E)
• Transaction based (Past M&A deals in the same industry
Return on Assets ROA
(ROA)
Return on Equity ROE
(ROE) ROE = operating efficiency * asset efficiency * financial leverage
Du Pont Analysis
48
Economics Review
Concept Definition
Adverse Selection Situation in which an individual’s demand for insurance is aligned to
their risk of loss (i.e. people with the highest expected value will buy
insurance) and the insurer cannot account for this correlation in the
price.
Consumer Surplus Economic gain achieved when consumers purchase a product for a
price less than their willingness to pay.
• Consumer Surplus = Willingness to Pay - Price
Economies of Scale The average cost per unit for a business entity is reduced by increasing
the scale of production.
Economies of Scope The average cost for a business entity is reduced by producing two or
more products.
Elasticity • If E>1, decrease price to increase revenue
• If E<1, decreased price leads to lower revenue
Law of Diminishing At some point in the production process, the addition of one more unit
Returns of output, while holding everything else constant, will eventually lead
to a decrease in per unit returns.
49
Economics Review
Concept Definition
Marginal Cost Cost of one more unit of output.
Monopoly Entity is the only supplier of a particular good.

• Lack of competition " produce less and charge more
• Barriers may include government regulation, networks, patents, scale, etc.
• Revenue is the midpoint of the demand curve
Moral Hazard The unobservable actions and risks that humans may take once a contract is signed since they
don’t bear consequences. It is a special case of information asymmetry that affects the cost of
transaction.
Perfect Competition • Firms take price " MR = P
• Maximum profit = MR = MC
• P<AVC " shut down
Price Discrimination Situation in which identical goods are sold at different prices from the same provider.
• 1sr degree " Different price for different willingness to pay
• 2nd degree " Different price for different quantities
• 3rd degree " Different price for different segments (attributes)
Risk Averse Individuals who prefer certainty over the uncertain for the same expected value (EV).
Risk Neutral Individuals who are indifferent on risk taking if the EV is the same.
Risk Seeking Individuals who prefer risk even if the EV for a certain event and the risk is the same.
50
Key definitions
Term Definition
Arbitrage The purchase of securities on one market for immediate resale on another
market in order to profit from a price discrepancy.
Break-Even Total amount of revenue needed to offset the sum of a firm's costs. Implies that
the firm's profit will be $0.
CAGR Compound Annual Growth Rate: (Ending value/beginning value)^(1/# of
years)-1. Most likely to show up in a case with graphs and exhibits.
Capacity The maximum level of output of goods and/or services that a given system can
potentially produce over a set period of time.
Competitive When a firm is able to deliver benefits equal to competitors but at a lower cost
Advantage OR able to deliver greater benefits than competitors.
Contribution C=P-V, where P is unit price, and V is variable cost per unit.
Margin
Core The activities that a firm does well to create competitive advantage.
Competencies
51
Key definitions
Term Definition
Customer Subdivision of a market into discrete groups that share similar
Segmentation characteristics.
Discount Rate Also known as cost of capital. There is an opportunity cost associated
with every investment, with the cost being the expected return on an
alternate investment.
Entering New Market Three main methods: start from scratch, form joint venture, acquire an
existing player.
Fixed Costs Costs that do not change with an increase or decrease in the amount of
goods or services produced.
Gross Margin A Company’s total sales minus its cost of goods sold, divided by the
total sales revenue, expressed as a percentage.
Horizontal Integration The acquisition of additional business activities at the same level of the
value chain.
International Main mechanisms: exporting, licensing, franchising, joint venture,
Expansion foreign direct investment (acquisition or startup).
52
Key definitions
Term Definition
Inventory A ratio showing how many times a company's inventory is sold and
Turnover replaced over a period. Should be compared to industry averages: low
turnover implies poor sales or excess inventory; high ratio implies either
strong sales or ineffective buying.
Learning Curve Visually shows how new skills or knowledge can be quickly acquired
initially, but subsequent learning becomes much slower. A steeper curve
indicates faster, easier learning and a flatter curve indicates slower, more
difficult learning.
Market Share The percentage of market size controlled by an individual firm.
Payback Period The length of time required to recover the cost of an investment.
Market Size Total size of a population (usually measured in number of people or actual
dollar value) that would purchase a company's goods or services. Market
size is always relevant and is a question that should be asked.
Product Lifecycle Four main stages: market introduction, growth, maturity, decline.
NPV The difference between present value cash inflows and present value cash
outflows.
53
Key definitions
Term Definition
Product Mix Total number of product lines that a company offers to its customers.
Often an important area to explore in profitability cases to identify
loss-making products.
Promotion Coupons, discounts, trials, etc. designed to increase sales of a product
or service.
Rule of 72 Also known as the rule of 70, AKA rule of 69. Simply put 72, 70 or
69 in the numerator and the projected annual growth rate in the
denominator to give you the amount of time until the investment
doubles.
Sales per Square Foot The average revenue a business creates for every square foot of sales
space. Used in the retail industry as a measure of efficiency.
Same Store Sales A statistic used in retail industry to determine what portion of new
(SSS) sales has come from sales growth and what portion from the opening
of new stores.
54
Key definitions
Term Definition
SWOT Analysis Strengths, Weaknesses, Opportunities and Threats. Very basic
framework, probably not a good idea to put down as your case
framework, but good to have as a mental checklist.
Synergies The idea that the value and performance of two companies combined
will be greater than the sum of the separate individual parts. Used
mostly in M&A.
Value Chain Another concept from Michael Porter. His Value chain: Inbound
Logistics, Operations, Outbound logistics, Marketing and Sales.
Variable Costs Costs that vary depending on a company's production volume; they
rise as production increases and fall as production decreases.
Vertical Integration Degree to which a firm owns its backward suppliers or forward
buyers.
Weighted Average An average in which each quantity is assigned a weight. These
weightings determine the relative importance of each quantity on the
average.
55
CASES
Case 1: Dr. Rossman’s Magic Eye Drops, Bain (Round 1)
Problem Statement
! Your client, Dr. Rossman, has invented an amazing product; he has discovered the chemical formula
for Magic Eye Drops. One drop in each eye will cure short or long-sightedness in any patient.
! However, Dr. Rossman is a scientist, not a businessman, and has come to our firm because he wants
to sell the rights to his Magic Eye Drops to a business that will commercialize the invention. What
should his asking price be?
Type of Case Interviewer Guidance
! Industry: Pharmaceutical/ • Candidate should ask about patent duration and describe
Medical Devices some implications.
• Candidate should ask about any known side effects or
! Difficulty: Easy risks.
• Brainstorm other competitors or substitutes
! Format: Pricing/Valuation
! Concepts Tested: Net present

value, Estimation
Clarifying Information and Case Guidance
Clarifying Information on Request Interviewer Guidance to Case and Exhibits
• Dr. Rossman has secured an exclusive, • Help candidate understand this is a valuation
worldwide patent for the next 20 years. After problem. The candidate will develop a structure
the patent expires, generic versions will quickly to estimate NPV of future expected revenues
be developed and costs.
• No obstacles to regulatory approval • To develop revenue projections, the candidate
will have to estimate the market size and the
• No known side effects or risks
optimal price. An illustrative example of market
• Extra points for identifying laser surgery as the sizing is given on next slide and an estimate of
closest competitor. But ask candidate to focus revenue, including pricing, is given on next
on corrective lenses (glasses and contacts) as slide.
competitors for this case
• Make the candidate brainstorm cost drivers.
• Focus on US market Once the candidate has listed cost drivers,
provide him with the figures listed the following
• Assume the discount rate is zero
cost/math slide.
58
Possible Framework
Possible Framework
Profit = Revenue – Costs

Revenue:
• Direct Sales Costs:
• Partners - hospitals, eye care, pharmacies, eye • Fixed Cost
care product manufacturers
• Facility and Equipments
• Market Size
• Approval and Licensing
• Existing Customers
• Distribution
• Industry Growth
• Marketing
• Price:
• Variable Cost
• Cost
• Materials/Production
• Competition
• Testing
• Value
Customers:
Competition:
• Age Range
• Laser Therapy
• Market share
• Contact Lens
• Adoption Rates
• Glasses
59
Math Questions and Solutions
Market Sizing
Age Group Population Rate of Sight Problems Rate of Adoption Market Size
0-15 50M 20% 10% 1M
16-30 50M 30% 50% 7.5M
31-40 50M 40% 50% 10M
41-60 50M 50% 50% 12.5M
61-75 50M 60% 40% 12M
75+ 50M 75% 20% 7.5M
~50M
• Give candidate bonus points for thoughtful and creative explanations of the assumed rate of sight problems and
assumed rate of adoption within each segment (e.g., adoption among young and old patients will be lower because
parents will be unwilling to test out a new technology on young children whose eyes are still changing and elderly
patients with fewer years to live will realize fewer years of savings from not having to purchase new corrective lenses).
• Give candidate bonus points for recognizing that the market will grow over the course of the 20 year patent. If the
candidate raises this point, provide a projected annual growth rate of 3.5%. By the rule of 70, this means that the
market will double before the patent expires, resulting in a true market estimate of 100M consumers.
60
Pricing and Revenue Estimation
• Candidate should weigh different pricing strategies: competitive, cost based and value based. For example
use competitive pricing, using corrective lenses as the relevant comparison price point.
Solution
• Based on personal experience, general knowledge or interviewer-provided information, the candidate should
assume an annual cost of corrective lenses at ~$200
• Revenue over the life of the patent can be calculated as shown below:
Market Size * Annual Value of Magic Eye Drops * Patent Life = Total Revenue
~100M Patients * $200 * 20 years = $400B
• The candidate may suggest factors that alter the price point – such as convenience (suggesting a higher price
point) and riskiness (suggesting a lower price point). The interviewer should accept reasonable alterations.
• The solution’s assumption of 20 years of revenue assumes that all customers will purchase as soon as the
product comes on the market. The candidate may reasonably adjust the years of revenue downward to
account for some customers waiting several years before purchasing.
• Make sure that the candidate understands that we will disregard discount rates for the purposes of
this case. In other words, assume a discount rate of 0%.
61
Costs
• Candidate should brainstorm types of costs. Then interviewer should provide the below details
Solution
Interviewer should provide Candidate should calculate
Cost Total
• Operating Costs $100M * 20 yrs 2B
• Marketing $150M/year for first 10 years
$50M/year for last 10 years
• Production $20 per drop $20 * 2 eyes * 50M 2B

Patients
• Distribution $100M per year $100M * 20 yrs 2B
• Management/Overhead
33% of operating costs 1/3 * 6B 2B
(i.e. 33% of Marketing +
Production + Distribution)
Total = 8B
62
Conclusion
Recommendation Next Steps
Recommendation • Solicit buyers

• Dr. Rossman should put the invention up for sate at • Focus on strategic acquirers
~392 B (400 B -8B in costs). Sales could howerever
continue even after expiry of the patent • Attempt to start a bidding war
Risk Factors • Speak at conferences

• Another substitute/improved product may be invented
• Exclusive patent wont’ stop pirating in all countries
Excellent Case Answers
• Star candidates will drive the estimations and justify their reasoning
• Excellent candidates will also hit all the side points such as realizing there is a discount rate, a
growing population and rule of 70, free market generics after the patent expires. r
63
Case 2: Diesel Transportation Co., ATK (Round 1)
Problem Statement
Our client is a national shipping company that focuses on ground transportation of commercial freight.
For the past 15 years, it has been using diesel engines to power its fleet of vehicles, but now wants to
explore the possibility of switching to electric powered engines (EV technology) due to rising fuel costs.
The CEO has approached us for guidance and wants to know how to proceed.
• Industry: Transportation
• This is a case heavy on numbers and deals with adoption of
new technology.
• Difficulty: Medium
• Format: Cost Reduction
• Concepts Tested: Quantitative

Analysis,
Clarifying Information on Request Interviewer Guidance to Case
• Our client has identified a supplier to provide the • The candidate should explain his/her overall
electric vehicle technology since it does not have framework, then identify that the current and future
in-house capabilities. costs of ground transportation will determine
feasibility of project.
• Candidate can assume that the current supplier
offers the best EV opportunity in terms of price and • The candidate should then ask questions to
efficiency. determine the initial investment required for EV
retro-fitting and consider this cost along with the
• Since it has an extensive fleet of vehicles, our
cost savings of the entire project.
client wants to retro-fit existing vehicles instead of
buying new ones. • The candidate should now ask questions about
the current costs of transportation and determine
• No other ground transportation company has
potential cost savings.
used EV powered engines. If our client proceeds
with the conversion, it will be the first in the • See additional cost information on following page
industry to do so.
• EV technology has the potential to double
existing fuel efficiency.
65
Possible Framework
Framework
Diesel engines and EV technology engines costs

• Initial costs of retrofitting
• Costs of fuel (mileage of each engine type and cost per gallon)
• Labor costs (drivers, technicians etc.)
• Maintenance costs
• Insurance costs
Switching benefits
• Cost savings (calculate from components in the cost bucket for both technologies)
• Better positioning of the company due to usage of innovative and environmentally friendly technology
Switching hurdles
• Efficacy of new technology
• Repair and maintenance network (especially on highways and sparsely populated areas)
• Downtime of vehicles while retrofitting
• Supplier negotiations
66
Further Cost Information to be Provided
Breakdown of Current Costs with the diesel engines
Provide the following cost data as the right questions are asked but do not give them away freely.
# of vehicles: 2000 Cost of fuel per gallon: $3.00
Fuel tank size: 50 gallons Average miles travelled per week: 1000
Average mpg: 10 Average annual maintenance and repair: $500
Insurance: 1K / year Labor: 20K / year
Breakdown of Future Costs when EV technology is adopted
Of the costs listed below, ask the candidate which would change and why. (good answers would be
mileage (as it is a new technology) and maintenance and repair (possibly higher insurance costs as the
technology is untested and thus a higher insurance premium would be charged)
# of vehicles: 2000 Cost of fuel per gallon: $3.00
Fuel tank size: 50 gallons Average miles travelled per week: 1000
Average mpg: 20 Average annual maintenance and repair: $3500
Insurance: 3K / year Labor: 20K / year
67
Math Question 1
Find the annual fuel current and future costs and savings per vehicle.
Math Solution – Fuel Savings per vehicle
Current fuel costs

• Miles driven per tank = 10 mpg * 50 gallons = 500 miles
• Miles traveled per week = 1000 miles
• # of times tank is filled per week = 2
• Total cost of fuel per week = 2 * 50 gallons * $3.00 per gallon = $300
• Average yearly fuel costs (~50 weeks) * $300 = $15K
Future fuel costs (candidate can perform calculations again or receives a bonus for realizing that doubling fuel
efficiency reduces fuel costs by half for the year)
• Miles driven per tank = 20 mpg * 50 gallons = 1000 miles
• Miles traveled per week = 1000 miles
• # of times tank is filled per week = 1
• Total cost of fuel per week = 50 gallons * $3.00 per gallon = $150
• Average yearly fuel costs (~50 weeks) * $150 = $7.5K
Annual fuel savings per vehicle: $15K – $7.5K = $7.5K
68
Math Question 2
Find the total annual costs and savings for the entire fleet.
Math Solution – Total Costs and savings for entire fleet
Total current costs years.

• Fuel: $15K
• Thus, switching to EV saves: $25K – $5K (retrofit cost) =
• Annual maintenance: $500
$20K over the lifetime of each vehicle.
• Labor: $20K / year
• Insurance: $1K / year • At a fleet level, this would save the company $20K * 2K
• Total: $36.5K vehicles = $40M over the lifetime of the vehicles.
• Candidate can ignore time value of money/discounting, but
should receive bonus points for considering it.
Total future costs
• Fuel: $7.5K
• Annual maintenance: $3.5K
• Labor: $20K / year
• Insurance: $3K / year
• Total: $34K
• Switching to EV thus saves $2.5K per year.
• The current vehicles have a remaining useful life of 10
69
Conclusion
Recommendations • Work with suppliers to test the effectiveness of

the new technology.
Our client should proceed with retrofitting its vehicle fleet to EV since
it would save $40M over the remaining useful life. • Run a pilot test to determine whether EV
technology works and does not negatively impact
Risks
normal transportation operations.
• Our client would be the first in the industry to use EV technology,
• Gain input from drivers on efficacy of EV
therefore its effectiveness in commercial transportation is untested.
technology.
• The vehicles need to commute 1000 miles per week and current EV
• Perform research to determine whether there
technology is limited to short range use.
are government incentives for EV adoption.
• There are limited recharging stations
• Perform research to determine whether EV
• There may be unanticipated costs in using the new technology. adoption grows customer base/revenue.
Excellent case answers
Candidate would identify issues with adoption of new technology. He/She would recommend conducting pilot tests for
launching the program. This case would also test the candidate’s capabilities to complete calculations more efficiently.
70
Case 3: Chef’s Best Cutlery and Co., McKinsey (Round 1)
Problem Statement
• Our client is an international manufacturer of medium and high quality kitchen knives. Chef’s Best sells knives in more
than 20 countries, with a focus in Latin America, US & Canada, and global emerging economies.
• Chef’s Best produces five types of knives: -Steak Knives (Used at the table) -Butcher Knives (Used for chopping meat)
-Carving Knives (Used for carving slices from large pieces of meat) -Paring Knives (Used for cutting small fruits &
vegetables) and -Chef’s Knives (Large all purpose knives).
• Chef’s Best has had slowing sales growth in the past few years. How can Chef’s Best increase revenue growth for the
next 5-10 years?
! Industry: CPG • This is an interviewer led case consisting of three exercises whereby
the interviewer will let the interviewee know they have certain
information and will hand out the exhibits one-by-one.
! Difficulty: Medium
! Format: Market Growth
! Concepts Tested: Market Share

Analysis, Competitive Analysis, Sales
channels, Distribution channels
Clarifying Information on Request Interviewer Guide to Case and Exhibits
• Chef’s Best sells primarily through a direct sales • After interviewee prepares and explains
method (individual sales people throughout each framework, interviewer will prompt the interview
region). to move forward with Exhibit 1, which covers
growth and profitability. (Guidance on following
• Chef’s Best sales are largest in Mexico, the US,
pages)
and Brazil.
• After the interviewee has answered the math
• Phase 1: Ask candidate to brainstorm and tell
question in Exhibit 1, the interviewer will lead to
you how they would approach the problem. Prod
Exhibit 2 and Exhibit 3.
for depth/creativity in framework then move the
candidate on to Exhibit 1 after 7-10 minutes. • After synthesizing the information in Exhibit 3,
the interviewer will prompt for a
• A good framework should include major areas
recommendation.
(e.g. product, customer, company, competition)
but this is really a test of creativity and ability to
derive a logical framework & brainstorming for
this question with only ambiguous information.
See a possible framework on the next page.
• The framework will not be important for the next
steps.
72
Possible Framework
Framework
Market
• Market size and growth (Across geographies, product segments, customer segments)
Competition
• New players: capturing share due to better distribution channels/marketing efforts
• Low-cost competitors: More competitive prices offered in market
• Substitutes (e.g., electronic choppers and food processors)
Customer
• Segmentation of customers (e.g., chef’s knives to be sold more to restaurants and not households)
• Price sensitivity of customers
Product
• Product mix (Is our product mix aligned with consumer preferences?)
• Complimentary products and services (e.g., napkins with steak knives)
• Quality of products/brand image (Has quality of our products gone down or brand image suffered?)
Company
• Insufficient coverage due to limited distribution channels
• Inadequate cross-selling for different kind of knives
• Sales force effectiveness
73
Exhibit 1 Guidance: Market Overview Exhibit
Exhibit 1 Exercise
• Tell candidate that you have some information to answer their question on growth and profitability. Hand out Exhibit 1.
• See if the client has a keen eye for details and if he notices the footnotes and multiple details on the graph
• Ask the candidate to tell you what they have learned from this and what this information means.
• Look for:
• Identification of largest profit centers (Mexico & Brazil)
• Identification of poor growth in Mexico
• Candidate should be able to confidently reach conclusions about important areas and risk areas.
• Ask Math question. This is a test of the candidates ability to do math (with minimal rounding) under pressure. To pass
this question the candidate must correctly calculate the answer with minimal mistakes and quickly recover from any
mistakes. If the candidate does a good job of sharing their calculations, you may offer corrections.
Math Question and Solution

• If we have 23% market share in Mexico, and we grow at the same rate as last year in the next year, what will our
market share be in 1 year? (Follow calculations and ask candidate to calculate to 1 decimal place)
• Approach is to calculate Chef’s Best growth first. This is done using the formula for index to market in the footnote.
• Chef’s Best Growth = (-70/100) = (x/7 -1) => -.7 = x/7 -1 => -.7+1 = x/7 -1 +1 => .3 = x/7, x = 2.1
• Next part is to find the market share
• Market share = (23%*1.021) / (100% *1.07) = 23.5/107 = 21.9%
74
Exhibit 2 Guidance: Product Category Overview Exhibit
Exhibit 2 Exercise
• Tell candidate that you have some information to answer their questions about what is driving market share changes.
Give them Exhibit 2.
• Look for:
• Identification of share losses in all categories
• Highlight of both channel and share losses in the butcher knives category
• Prioritization of areas for focus
• When the candidate identifies their focus areas (or ask them to if they do not), move on to Exhibit 3. This exhibit may only
take a few minutes.
75
Exhibit 3 Guidance: Product Category Overview Exhibit
Exhibit 3 Exercise
• Tell the candidate that you have some information to answer their questions about the Butcher Knives category. Ask them
to look at Exhibit 3
• Look for:
• High overall growth rate (correlating to poor market share performance in Exhibit 2)
• Acknowledgement of potential of retail distribution vs. direct sales model that currently accounts for majority of sales
• Development of recommendations to invest behind the butcher knives category and drive increased distribution, focus
on expanding Recycled Steel distribution, Japanese & General Purpose distribution
• Generally drawing upon earlier exhibits to developer broader recommendations
• After about 5 minutes with this slide move the candidate and ask them to prepare the recommendation slide to present to
the Chef’s Best CEO.
76
Conclusion
Recommendation • Open negotiations with additional retail

• Focus on growing share in Mexico, US, to retain the core business distributors to identify next steps towards
and avoid losing share and scale economies to competitors gaining additional distribution
• Invest in emerging markets but recognize that top 3 markets are
60% of sales and cannot be ignored • Conduct a competitive analysis in Mexico and
• Invest in Butcher Knives to expand distribution and address any the US to identify specific causes for lower than
weaknesses in marketing market share growth
• Begin to shift more of the business away from costlier and lower
growth potential direct sales model to retail sales (diversify away • Prepare financial plans for increasing
from declining sales channels) investment plans in Butcher Knives
Risks (Make sure the interviewee mitigates)

• Shift in sales method will lead to layoffs that need to be addressed
• Trends in the past may differ from future trends
• A star caser will provide a recommendation encompassing all three exhibits.

• Candidate should think creatively, in addition to identifying the most obvious recommendations. The 3 exhibits provide 3
tests of their ability to interpret data, and include one medium difficulty math challenge.
77
Exhibit 1: Overview of Major Markets
78
Exhibit 2: Overview of Product Categories
79
Exhibit 3: Details of Butcher Knives Category
80
Case 4: Credit Card Processor, Bain(Round 1)
Problem Statement
Our client is a portfolio firm, a credit card (CC) processor with 2 sets of clients:-
• Corporate (e.g., Papa John’s)
• Small and Medium Businesses (e.g. Joe’s Pizza Shack)
Client profitability and revenue has been decreasing for the past few years even though market has been growing. We
have been hired to determine the reason for the decline and to recommend ways to increase profitability.
! Industry: Financial Services • This is an interviewee led case. This case is extremely heavy on
graphs.
! Format: Profitability
! Concepts Tested: Profitability

Possible Framework
Framework
Price
• Different pricing for corporate vs. SMB (Small & Medium Businesses)
Quantity
• Market size
• Market demand
Costs
• Fixed Cost
• IT system
• Overhead
• Variable Cost
• Sales team
Others
• Shift from in-store retail to online (could explain drop in client revenue and profit)
• Intense competition from substitutes such as Square, PayPal
• Recession (clarify which year the case is based in, if you are putting it in your framework)
82
• Candidate should at least talk about how the Show exhibits to interviewee and then ask for
industry works, but provide following trends (non-obvious trends highlighted):
information if asked
• Exhibit 1 Trend: Even though SMB sector is
• Processor doesn’t provide CCs or handle cash growing fast, it is still a very small percentage
debit/credit; it only enables the transactions by of the market
processing them when swiped on CC
• Exhibit 2 Trend: Candidate should mention that
machines (point of sale)
in 2012/2013 costs > revenue for the client
• Client has large sales force that is in the field resulting in losses. Potential reasons for losses
selling to both Corporate and Small and would be no economies of scale and high sales
Medium Businesses (SMB) cost
• Typically 2 ways to make money • Exhibit 3 Trend: Considerably higher margin
compared to Corporate. Reasons might be that
• Leasing fees of equipment
bargaining power of big clients reduces prices
• $ or % per transaction in that sector but SMBs do not have the choice
• Our client only makes money with a fixed $ per Ask questions on the next page.
transaction (not from leasing or %)
83
Math Question
• Ask the candidate to calculate profit for each sector: SMB and Corporate.
• Then ask for what to do with corporate client where we would start losing money. Offer information that we are stuck in
multi-year contracts where clients only pay industry average, hence we start losing money on each transaction starting
2012/2013. What do we do?
Math Solution
SMB
Profit per transaction = 0.8 – 0.5 = $ 0.3
Number of transactions = 5% * 2B = $ 100 M; Overall profitability = 0.3*100 M = $ 30 M
Corporate
Profit per transaction = 0.28 – 0.25 = $ 0.03
Number of transactions = 0.5% * 200B = $ 1 B; Overall profitability = 0,03 * 1 B = $ 30 M
Qualitative Question
Get rid of corporate clients, buy out most expensive clients, spin-off bad business unit, like GM, and declare managed
bankruptcy, outsource, sell division, renegotiate, acquire lower cost competition
84
Conclusion
Recommendation
• Drop Corporate customers to prevent losses from overwhelming • Finalize steps to drop Corporate customers
and bankrupting client
• Overhaul sales model and start socializing new
• Reduce cost of sales by moving to telesales, online, or lower cost plan Move sales team from salaried to
model independent contractors
• Build relationships with banks for debit card processing for new • Invest in SMB segment
growth
Risks
• Inability to drop/renegotiate customers
• No/negative growth in non-online retail
• Excellent case answers would involve correct segment in which the client should drive growth. Innovative methods of
reducing cost of sales should be mentioned.
85
Exhibit 1: Total Number of Credit Card Transactions
86
Exhibit 2: Cost vs. Revenue for corporate clients
87
Exhibit 3: Cost vs. Revenue for Small and Medium Business Customers
88
Case 5: Burger Chain Private Equity, Ross Original
Problem Statement
• Our client is a private equity firm. They have come to us for guidance regarding a possible acquisition
of a large fast food burger chain. Should they make the acquisition? What should they think about?
• We are looking at a 3-year investment period.
! Industry: PE, Hospitality • This is an interviewee led case.

• The case has the concept of franchising included.
! Format: M&A
! Concepts Tested: NPV, ROI

• Fast food chain is 3rd largest in U.S. (no non-US • NA

operations)
• Operate 5,000 locations; corporate owns all the
real estate associated with locations.
• All locations are franchised.
• Franchise agreement structure is great to
explore but not relevant for this case.
• Private equity client’s portfolio consists of
multiple residential/commercial real estate
holdings as well as a portfolio of gas stations
across the U.S.
• PE firm requires a 15% return on any
investments it makes.
• Industry outlook has been positive, not many
new players are entering the mature market.
• Historical financial results of Burger Chain have
been fine.
90
Possible Framework
Framework
Market
• Industry growth
• Impacting macro trends
Competition
• New players in the 3 period horizon
Financials
• Acquisition Price
• Direct Sales/Franchising Cost Agreement Structure
• Costs
• Valuation
Synergies
• PE Management expertise
• Synergies with current PE holdings
91
Math Question
Math Question 1
• Let’s brainstorm some of the financial aspects associated with the company structure and what
components go into revenues and costs. How would the PE client receive cash flow?
Burger Chain’s Financial Structure (Give below information only when asked)
• Average Store Sales: $500,000 (Same across 3 years)
• Current number of franchises: 5000
• New franchises: 100/year
• Revenue from franchised locations:
• Rent (as a % of sales) : 15%
• Royalties (as a % of sales): 3%
• National advertising quota (as a % of sales) : 2 %
• Initial franchise fee: $100 K for new stores
Costs
• Franchised locations: operating costs are assumed by franchisee, corporate office – rent for stores
and headquarters, SG&A, labor, insurance, legal etc.
92
Math Solution
Math Solution 1
93
Math Question 2
• Now assume the PE firm knows it can sell the business for $620M at the start of year 4. Assuming a
zero percent discount rate, does the return on the investment meet the threshold set by our client?
• Provide purchase price when asked of $550M
Math Solution 2
• Yes 20% > 15% required by client. It is not necessary for the interviewee to calculate the exact return,
just important that they realize it exceeds the threshold.
94
Conclusion
Recommendation • Negotiate with seller for better price

(lowering the initial investment possibly)
• The client should acquire the burger chain
• Company has strong cash flows • Attempt to keep high level managers in
• Exceeds return requirement of client place post-acquisition (contracts etc.)
• Doesn’t quite fit with the portfolio however, the real
estate aspects of the deal are a fit • Identify synergies with portfolio
companies
Risks
• Risks associated with exit in year 4 (it’s not guaranteed
we can sell), however the annual cash flow figures are
good
• A star caser will identify the issues of synergies with existing portfolio companies. He/She would also
identify the issues with exit opportunities.
95
Case 6: Retail Bank, McKinsey (Quick on Your
Feet Competition)
Problem Statement
Our client is a bank in the US. It has a large retail footprint and offers a mix of services to end-customers
(checking, debit, credit cards). They also have loan centers to sell mortgages in the same markets. The
bank currently serves 15 million customers. Our client has historically been profitable, but increased
regulation and the downturn in the economy have caused the bank to see a sharp decline in profitability.
The client has engaged us to help determine next steps for its business and has asked us to assess
ways they can increase profits within the next 12 months.
! Industry: Financial Services • Ensure the candidate is familiar with how a bank earns its
profits (e.g. the spread between what they lend money out at
and borrowing costs, fees on various services).
• Note that this is an interviewer-led case; there are seven

! Format: Growth questions that the Interviewer will ask the Interviewee.
! Concepts Tested: Quantitative

Analysis
Interviewer Led Questioning Clarifying Information on Request
1.What are some of the ways the bank can increase • Questions 4-7 hinge on Exhibit 1 (on next slide)
profits in the next 12 months?
• Question 6 has an additional Exhibit
2. What are some of the risks with shutting down
branch locations?
3. The second option the bank is considering is a
better retail segmentation strategy: What segments do
you think a retail bank has?
4. Can you take a look at the below chart and walk me
through what the bank is experiencing? Please walk
the interviewee through any questions they have on
the chart in Exhibit 1:
5. What is the average annual profitability of a
customer?
6. What is the annual bank profitability?
7. What is the new annual profitability per customer?
More Detail in Following Slides
97
Sheep Auction Candidate Handout (Upon Request)
98
Answers to Interviewer Led Questions
1.What are some of the ways the bank can increase profits in the next 12 months?
A good answer is structured and contains a comprehensive set of ideas to both reduce costs and boost
revenues as well as clear examples. Interviewee should use a Profitability framework to approach this
problem. Answers include but are not limited to:
Reduce Costs Increase Revenue
•Fixed Costs •Quantity
• Reduce underperforming branches (close branches, •Current Customers
lease branches to other banks) •Cross-sell different products (home purchase
• Reduce workforce (e.g., push greater use of online mortgages, refinancing, credit card, debit card, money
channels for banking, outsource functions) market, advisory services)
• Consolidate the branches and the loan centers •Change product mix to higher revenue products
•Variable •Get rid of unprofitable customers
• Reduce costs associated with transactions (paper •New Customers
free, decrease error rate) • Increase Number of customers
•Product Mix
•Launch new products
•Price
• Increase bank fees (Debit fees, ATM fees, call center
fees)
•Raise rates charged
99
We have worked with our client to narrow down their options to two choices. The first is shutting down
unprofitable retail locations, the second is a better customer segmentation strategy. Lets explore both:
2. What are some of the risks with shutting down branch locations?
Note: there are a number of ways to think this through – look for the structure in how the candidate
responds. A good answer includes, but is not limited to:
Near Term
•Poor PR
•Legal/contractual complications
•Extra costs (severance)
•Lose a portion of customers who bank through that branch
•Selling off assets could scare investors
Long Term
•What happens when the market rebounds?
100
3. The second option the bank is considering is a better retail segmentation strategy: What
segments do you think a retail bank has?
Note 1: This response could have a lot of answers. Look for clear delineation between customers who
are profitable and unprofitable and then list characteristics of each (i.e. Segment 1 is mass affluent and is
highly profitable, uses checking accounts, has a money market account, and has a mortgage with the
bank; they are low cost as they generally use ATMs and the internet to manage their transactions;
Segment 2 is lower income, keeps a small balance in checking, uses tellers and call centers often) etc.
Note 2: Ensure the candidate does not spend too long on this question.
4. Can you take a look at the below chart (Exhibit 1) and walk me through what the bank is
experiencing?
Please walk the interviewee through any questions they have on the chart in Exhibit 1:
Key insights include, but are not limited to:
- Only 30% of the bank’s customers are currently profitable
- 20% of the banks customers have low revenue potential and could be eliminated
- Our client needs to change the mix of products from group 1 and 2
101
5. What is the average annual profitability of a customer?
Average Customer
Category Profit Percent of Weighted

Client Probability
Group 1 $-5 0.3 $(1.50)
Group 2 $-25 0.2 $(5.00)
Group 3 $-5 .2 $(1.00)
Group 4 $15 .1 $1.50
Group 5 $45 .2 $9.00
Total N/A 1 $3.00
102
6. What is the annual bank profitability?

Total Profitability
Total Customers Average Profit Total Profit

per Customer
15,000,000 $3.00 (from $45,000,000.00
question five)
Note: If the interviewer decides to calculate each group out Percent of customers that remain!
individually, push them to look for shortcuts. Segment) Percent)
Group 1) 60%)
Our client has decided to institute a $.85 fee each month for
Group 2) 60%)
all checking accounts. We have advised them that they will
Group 3) 20%)
lose a number of customers. We expect the following % of
customers to remain (read this chart to interviewee): Group 4) 60%)
Group 5) 70%)
103
7. What is the new annual profitability per customer?

Note 1: If the interviewee is running out of time, help them along to ensure they get to conclusion (e.g.
ask them for their approach).
Note 2: Feel free to let the interviewee round off numbers here. Suggest $0.85 per month should become
$10 per year.
Segment) Profit) % of % of # of Profit Per Profit from Total Profit
customers in customers remaining Group (w/o fees (@ Per
each who will customers) fee)) $10 per Segment)
segment) remain with year))
bank)
Group 1) ($5)) 30%) 60%) 2,700k) (13,500k)) 27,000k) 13,500k)
Group 2) ($25)) 20%) 40%) 1,200k) (30,000k)) 12,000k) 18,000k)
Group 3) ($5)) 20%) 20%) 600k) (3,000k)) 6,000k) 3,000k)
Group 4) $15 ) 10%) 60%) 900k) 13,500k) 9,000k) 22,500k)
Group 5) $45 ) 20%) 50%) 1,500k) 67,500k) 15,000k) 82,500k)
Total Profit) 103,500k)
# of Customers) 6,900k)
Average Profit per Customer) $15 )
104
Conclusion
•The bank should institute a bank fee in order to meet the • Move forward with instating the fee
initial goal of increasing profits. This is the quickest way to
• Look at exempting certain groups from
earn new streams of revenue, while segmenting out the
the fee
unprofitable customers. By instituting a fee you will be able
to increase profit by 5x per customer on an annual basis.
Note: The interviewee should include a detail or two on
each group and how they are able to increase profits (e.g.
Group 3 was losing $3M per year we are now earning $3M
in profit from them on an annual basis).
Risks
• Bad PR
• High transaction costs as people try to figure out if they are affected
• Estimates could be off
• Lose customers that could become profitable in the future
105
Case 7: Ross Summer Employment, Ross Original
Problem Statement
• The Ross School of Business is looking to promote its MBA program’s reputation and ranking
position, by improving its on-campus summer internship employment stats.
• Currently, only 60% of Ross MBAs secure an internship through on-campus recruiting. The Dean has
hired our firm to provide insight and recommendations on how to improve the on-campus offers.
! Industry: Education • Primary objective: increase on-campus internship offers to

75%
• Secondary objective: the school is very cost sensitive and is
only willing to spend up to $500K
• Assume that Ross has 500 students in each class
! Format: Operations
• Push the interviewee to understand the “value chain” of on-
campus recruiting (see next slide)
! Concepts Tested: Value Chain
Possible Framework
Framework
Companies
• # of companies, # of candidates they provide offers to
• Ross alumni in the companies
• Candidate skillset they look for
• Sector (finance, consulting etc. )
Students
• Interviewing skills
• Career interests (target companies which match student’s career interests)
Career services
• Resume services
• Interview coaching (fit, industry specific, cases)
• Firm relations (company events, outreach)
Costs
• Salaries for interview coaches (MBA2s, internal firm relations staff)
• Catering costs for career fairs
• Spaces for company events
107
Math Question 1
Ask interviewee to brainstorm the value chain for Ross to assist its’ students to get internship offers. Once the student
brainstorms, offer him/her the figures as below.
Then ask the interviewee to brainstorm on possible ways to increase # of total offers made (he should go over the value
chain)
Math Solution 1
Data for current on-campus recruiting

• # of companies that recruit on-campus = 100
• Average # of positions offered per company = 2
• # of interview slots per position = 15
• Interview success rate
The school is looking into two possible strategies:
• Increase the number of companies that recruit on campus
• Improve the interview success rate
108
Math Question 2
To attract more companies, OCD needs to hire additional firm relations managers.
Each manager can handle 5 companies and requires an annual salary of $75K. Additional costs (travel, marketing
expenses, etc.) per manager are estimated at $50K. What is the annual cost?
Math Solution 2
• Target # of offers = 500 * 0.75 = 375

• Current # of offers = (375-300)/300 = 25%
• Ross needs to increase the number of firms by 25% * 200 = 50
• # of additional OCD firm relations managers = 50/5 = 10
• Annual cost = 10 * (75K+50K) = $1.25MM
109
Math Question 3
• According to a recent survey, the most important factor in interview success is mock interviews.
• For every 0.5% increase in success rate, Ross will need to hire 15 MBA2 counselors.
• Each MBA works 40 hours, with an hourly wage of $20.Recruiting lasts 5 months.
• Every 2% increase in success rate attracts 5 new companies that recruit on campus.
Find out the annual cost of hiring MBA2 counselors
Math Solution 3
• Adding 2%: (100+5) * 2 * 15 * 12% = 378 offers

• Annual cost = 2%/0.5%* 15 * 40 * 20$ * 5= $240K
110
Conclusion
Recommendation • Can increase hourly wage to $40

• Ross should hire 60 additional MBA2 OCD counselors without exceeding target budget.
• Will increase total number of offers to 378 (meeting the
• Reach out to law school/Michigan
goal of increasing campus offers to 75%)
Union to gain access to rooms
Risks • Employ non-grade disclosure policy in
• Difficulty recruiting so many MBA2s case grades suffer
• Economic downturn may cause companies to reduce
number of positions/spots
• Limited # of study rooms at Ross to accommodate an
increase in # of mock interviews
• Grades might suffer with MBA2s spending time on
counseling.
• A star caser should identify the capacity issues with hiring so many MBA2s.
111
Case 8: Fertilizer Innovation, McKinsey (Round 1)
Problem Statement
! Your client is an agricultural products manufacturer. They invented a product called “Green Nutrient”.
This is going to help the farmers by allowing a variable fertilizer rate. The company is interested in a
pricing strategy and go-to-market options.
! Industry: Industrial Goods ! In this case the candidate should first focus on
understanding the product followed by a quantitative
assessment of the product’s benefits to various customer
! Difficulty: Medium segments
! This should be followed by a qualitative discussion of the
various pricing mechanisms and other components of the
! Format: Pricing
go-to-market strategy, such as placement and promotion
! Concepts Tested: EVC, Price

Discrimination, Market
Segmentation
! “Green Nutrient” measures the amount of fertilizer ! Provide information only when asked
required, allowing for a “variable fertilizer rate”
! Candidate should clarify if the product is a device or the
! Two main benefits: Reduces over-use (reduce costs) fertilizer itself
and increase under-use (increase yield)
! Benefit #1: 20% reduction in fertilizer cost per
acre. 1 bag / acre @ $15/ bag.
! Benefit #2: Improve yield 2%. Current average
yield: 100 bundles/ acre @$ 2.5/ bundle
! No competition
! Farm size average about 400 acres
! 1,000 Large farms: 1,000 acres
! 3,000 Medium farms: 400 acres
! 6,000 Small farms: 200 acres
! Product lasts 10 years
! Product production cost: $10K per unit
! Unit works the same regardless of farm size
! Discount rate: 0%
113
Possible Framework
Framework
Different pricing methods

! Economic value to customer – savings from reduced fertilizer use, increased revenue form yield improvement
! Cost plus – variable cost per unit, margin of similar product
! Competitor based (market) – price of similar product, margin of similar product
Go-to-market strategy
STP Analysis
! Market size and segments by size of farm
! Value proposition for each segment
! Profitability analysis for each segment to decide targeting
4P Analysis
! Placement – Agriculture product retailers, direct to farmers, big box retailers, online etc.
! Promotion – Trade journals, trade shows etc.
Interviewer guidance: candidate should argue the pros and cons of each pricing method and decide that EVC is
the best way to go.
Give bonus points if candidate mentions price discrimination or price skimming.
114
Math Question
! Pricing analysis (Interviewee led)
Math Solution
! EVC/Acre
! $3.00 fertilizer savings per acre (20% * $15)
! $5.00 yield increase ($2.5 * 100 * 2%)
! Maximum WTP per acre: $8.00 per acre
! WTP for each farm type: Small - $16K ($8 * 200), Medium - $32K, Large - $80K
! Customer segment analysis:

! Large: If we price the product at $80k we sell 1000 profit $70M
! Large & Medium: If we price the product at $32k we sell 4000; profit $88M # BEST OPTION
! All farms: If we price the product at $16k we sell 1000 profit $60M
115
Conclusion
Recommendation ! Market analysis on actual WTP and

! Our client should price the device at $32K/unit and target competitive response
the large and medium farm. This will allow our client to ! Research on channels and promotion
maximize profits. schemes
Risks (Make sure interviewee mitigates)
! New entrant comes to market in next 10 years who may
price more competitively
! Customers may not be willing to pay EVC
! Skimming: start by pricing at $80k and then $32k and then $16k
! Offer a service to the farms at up to $8/acre that will achieve a price discrimination based on acreage
(perfect price discrimination)
116
Case 9: Airport Parking, McKinsey (Round 1)
Problem Statement
! Our client is a provider of parking services in major metro areas around the United States. The CEO
recently was driving to the DTW airport and noticed a rise in private providers of parking. She thought
to herself, should we enter this space? She has asked you to help her think about this and wants to
brainstorm with you.
! Industry: Airlines ! This case is focused on estimating the market size of airport
parking lots by taking into consideration the flight details
! After market sizing there is a brainstorming exercise to
identify possible threats to entry into the market
! The case ends without looking into the costs so the
! Format: Market Entry interviewee should consider in next steps
! Concepts Tested: Market Size,

Threat to Entry
• The ultimate goal is based on the • Candidate should have mentioned the market
attractiveness of the opportunity and the size within the framework
measure is open to the interviewee to decide
• Ask the candidate to estimate the market size
• Airport opportunity to be analyzed is O’Hare in for O’Hare in Chicago
Chicago (although candidate should recognize
• After candidate realizes that there is an
the ability to scale this)
opportunity ask them to brainstorm possible
• We are a US based firm with parking lots threats to entrance
located in the cities and not the airports
• When interviewee asks you the differences
between what we currently do and what the
opportunity is, have them brainstorm
• New service will have attendants, may
need shuttle service, valet service, etc.
118
Possible Framework
Framework
Market Size (we will come back to this)
• Existing customer base
• Industry growth
Competition
• Existing parking structures (local at airport)
• Other offsite parking
• Public transit (train, taxis, shuttles, etc.)
Existing Capability
• What are the differences between running urban parking lots from those at an airport?
• Busing/shuttle system, to drive customers to and from the airport
• Is customer service a major factor?
Revenue
• Number of spaces sold
• Add on services (car wash, newspaper sales, etc.)
• Pricing (consider probing about unique pricing – frequent park programs, packages, etc.)
Costs
• Land (rent or own)
• Labor (bus drivers, ticket attendants, maintenance and security)
• Insurance
• Promotion (e.g. coupons)
• Fuel
119
Math Question
! What is the market size for O’Hare in Chicago?

Provide the following facts as the right questions are asked but do not give them away freely:
! Flights per day
! Average passengers/flight
! % of fliers that drive to the airport and hence need to park at the airport
! Average parking stay
! Average price/day for parking
Math Solution
! Total Passengers / Year = 2600 X 80 X 360 = ~ 75M

! Divide by 2 to avoid double counting departing and arriving passengers = 37.5M
! Airport parking market size

! Passengers/Year = 20% of 37.5M = 7.5M
! Parking Days/Year = 7.5M X 3 = 22.5M
! $/Year = 22.5M X $10 = $225M
120
Brainstorming Questions and Solutions
Brainstorm Question
Brainstorm possible threats to the attractiveness of this opportunity…
Brainstorm Solution
Decline in airline travel growth caused by

• Higher fuel prices
• Security concerns (e.g. terrorism)
• Substitutes (high speed rail network)
Alternative travel to the airport such

• New public transit
• Improved ride sharing possibly the result of social networking
Number of competitors and their response to client’s entry into the market
121
Conclusion
Recommendation • We need to look carefully at the

• There is about $225M of parking business at O’Hare competitive landscape and the
• Take advantage of our knowledge gained from urban economics at each airport and evaluate
parking, this large, and probably growing, market could local competition and costs
present a real opportunity for our growth • Determine if any new transportation
• Appears an opportunity to explore further substitutes are in the pipeline
• If candidate does say go forward,
piloting before full scale
• Those gained from brainstorming
implementation would be ideal
• Costs could outweigh the benefits
• Certain markets may be oversaturated
• Star candidates will realize that this is an opportunity to explore further before determining if the
company should implement the idea or not
• Start candidates will also point out benefits of diversification with their current portfolio offsetting
declines in business travel
• Candidates should not forget that we are in many cities and are able to scale beyond this airport
122
Case 10: German Luxury Car Maker, BCG (Round 1)
Problem Statement
! The German luxury car maker wants to grow business and is looking into selling cars in Bangladesh.
The GDP growth in Bangladesh is 5% per year. Currently, the only luxury car sold in Bangladesh is
Mercedes-Benz and they have been in the market for the past 10 years.
! The CEO wants to find out if the company enters the market, can they break even in three years?
! Industry: Automotive • Interviewer should ask candidate how to estimate market

size if the candidate does not bring this up on their own
• A break-even analysis will follow the market share
calculation
! Format: Market Entry
! Concepts Tested: Market entry,

Customer Lifetime Value,
Competition, Economy
• Mercedes-Benz imported and sold 10,000 cars Ask candidate how to estimate market share
in this market over the past 10 years, and has
their own dealership in Bangladesh
Possible answers:
• There are 1,000 new buyers each year • Understand customer needs through survey
and estimate how well we could meet those
• The price Mercedes-Benz charges is $100,000
needs and therefore how much market share
per car
we could gain.
• Existing owners replace their car every 10
years (the interviewee should calculate how • Find benchmark
many new cars are sold to existing owners – • It turned out that our client already
1000 per year, and therefore the total market entered Vietnam and other markets
size per year is 2000 new cars) similar to Bangladesh and on average
gained 30% market share in each of
• We will have 30% market share (don’t give this
these markets
info out right away, ask candidate to brainstorm
how to estimate market share) each year
• Assume the discount rate is zero
124
Math Question
! Will the company break-even after within 3 years (Interviewee should determine the need to calculate
this after estimating the market share)
Math Solution
! Cost Structure
! Initial Investment $7M
! Variable Cost/Car
! Manufacturing $20K
! Transportation $24K = 120% (manufacturing cost)
! Customs/Taxes $41.8K = 95% (manufacturing + transportation)
! SG&A $10.296 = 12% (all the above costs)
! The variable cost per car rounds up to $96K/car
! Therefore the profit on each car is $4K.
! With 30% market share, the client’s annual profit will be $2.4M and will break even in 3 years
125
Brainstorming Question
• Evaluate potential risks of entering this market
Brainstorming Solution
• Assumptions might be inaccurate
• Bangladesh is not stable politically and economically, therefore our client will bear more risk
• There could be other new entrants
• Mercedes-Benz could react to our entry by

• Reducing price (the best answer might also mention that with the low income level in the
country, customers who can afford luxury cars might not be price sensitive)
• Ask candidate what price Mercedes-Benz will reduce their car to.
• Answer: $96K/car or less
• Improving their services if that’s the differentiating factor of our product\
• Blocking some local resources
126
Conclusion
Recommendation • Market analysis on competitive

• The profit on each car is $4K response and target customer
• With 30% market share, the client’s annual profit will be • Determine best way to enter the market
$2.4M and will break even in 3 years (JV, Greenfield, etc.)
• Look into ownership structure
Risk Factors (franchise or owned showrooms)
• Star candidates will inquire on their own about ways to estimate market share
• Should recommend a price sensitivity analysis to determine the correct price
127
Case 11: Sheep Auction, Bain (Round 1)
Problem Statement
Your client is looking at investing a significant amount of money to create an online auction company
that facilitates sheep sales from producers to large customers. They will only do this if they could make
roughly $10M in annual profit in 5 years, and they have enlisted your help in determining the go/no-go
decision.
! Industry: Software ! Candidate should ask clarifying questions such as client’s

past experience in software development and current
mechanism for sheep sales
! Difficulty: Medium ! The case tests the candidates ability to understand that it
has to use 5 year forward numbers to calculate steady state
profitability to make the investment decision
! Format: Investment ! Follow up profitability analysis by brainstorming questions
such as:
! Concepts Tested: Market sizing ! What would you do to achieve the $10M level?
! If launched, how would you market this product?
! Currently, 50% sheep are sold via. contract and ! Only provide each support slide after being
50% via. traditional auctions asked for the information by the candidate
! Sales via auction and contract will not migrate- ! Slides:
there is no steal share between channels
! Overall market size (in lbs of sheep)
! All large processors (buyers) use computers
! Profitability by channel (in $/lb)
! Farmers (producers) who use computers
129
Possible Framework
Framework
Customer
! Clients – Farmers (sellers) and processors (buyers)
! Do they have technological capabilities to participate in an online auction?
Market size
! Annual sheep sales
! % of sales via. online auctions
! % penetration by client
Competitive landscape
! Number of players expected to enter the market
! Differentiation provided by the client – Better service, payment security, existing brand value
! Barriers to entry – license to enter, client relationships
Company capabilities
! Capital to invest
! Talent acquisition capabilities
! Past experience in software development
! Past experience in sheep sales industry
Investment criteria
! Annual profitability – Revenue (Transaction fees), Cost (Software development and maintenance costs,
customer acquisition costs)
! Opportunity cost
130
Math Question
! Can the client make $10M in annual profit in 5 years?
Math Solution
! Candidate should use 2009 numbers to calculate steady-state profitability in 5 years

! 400M lbs of sheep x 50% auction x 30% online farmers x $10 per 100 lbs sold = $6M (which is less than the
$10M target)
! Note: This calculation assumes 100% penetration by client. Give bonus points to candidate to realize that this is
very optimistic and not actually feasible
131
! What would you do to achieve the $10M level?
! If launched, how would you market this product?
Increase profitability Marketing strategies
! Increase penetration ! Trade magazine advertisements
! Train farmers and sheep producers on computer ! Commissioned farmer representatives
use
! Relationships with sheep processors ‘pull-driven’
! Provide central computer locations near farm sites
to facilitate farmer interactions ! Door to door sales and training representatives
! Reduce cost of sales ! Advertisement of value proposition: cost savings in

moving to auction site
! Efficient marketing techniques
! Modular software development to reduce
maintenance costs
! Expand the auction tool to other animals
132
Conclusion
Recommendation ! Client should consider potential ways to

increase profitability to be able to
! Since annual profitability using current estimates is less capitalize on this new opportunity
than $10M, the client should not make this investment
! Market potential is bigger than expected
! Client cannot find an alternative investment opportunity
! Candidate should realize that even after 5 years 70% of the farmers will use traditional auctions, a
mechanism that has the same profitability as online auctions
! Consider entering that market if competitive dynamics are favorable
133
Exhibit 1: Annual Sheep Sales
134
Exhibit 2: Auction Profitability by Channel
135
Exhibit 3: Farmers ‘Online’
136
Case 12: African Call Center, McKinsey (Round 1)
Problem Statement
• Your client is a large retail bank in the U.S. looking to move it’s current outsourced call center from
India to Africa and is currently evaluating 3 possible countries as a target location
• How would you evaluate each of these sites?
! Industry: Financial Services, • Call center is focused on two types of calls:

Outsourcing
• Customer Service Calls (Account locked, password
reset, etc.)
! Difficulty: Medium • Sales Calls (pushing new services to new and
existing clients e.g. credit cards)
• Candidate should recognize case is about cost reduction
! Format: Cost Reduction
• Bonus: Candidate should identify inherent upfront risks of
moving call center to new market and should question
! Concepts Tested: Payback period, rationale of the African market given availability of
Quant Heavy infrastructure, political stability, etc.
• This is the bank’s first time in Africa and it has • Guide the candidate towards evaluating
no other current operations in the area various aspects of cost reduction.
• Other competitors have moved their operations
138
Possible Framework
Possible Framework
• Candidate should structure the framework to consider the elements for evaluating 3 countries
Financial
• All of the following should be focused on isolating the change from current to future
• Operating costs (Labor, Rent, Utilities, Transport for employees, Overhead)
• Investment Cost (Important that this can be recovered over a reasonable amount of time)
Other Considerations
• Firm
• Alignment with firm strategy
• Experience in Africa
• Opportunity Cost
• Risk to customers (quality)
• Market (Africa)
• Availability of Labor (English speaking, Banking knowledge)
• Political stability
• Availability of Infrastructure (Internet, Electricity, other basic needs)
• Competitors – have they already done this?
139
! What are some typical costs associated with running a call center?
! Which of these would be lower in Africa?
• Key insight is to identify (push candidate to drive towards Exhibit 1) that labor will be the key savings from the initiative
(all other costs will remain the same)
• Share with candidate that existing cost is $60M per year
• Candidate should move towards the labor costs to isolate the differences by using the utilization rate and number of
calls made by each call center to calculate number of employees.
• Strong candidate will recognize that new call centers will not be effective but interviewer should push candidate in that
direction and share Exhibit 2
• Candidate should work through solution to determine that financially, Country B is the best option. A strong candidate
will note this immediately, as the effectiveness of A and B are the same, but the cost is lower by $2/hr
• Strong candidate will recognize that Utilization should increase over time (ignore during calculations)
• Bonus: Security may be an added cost given political environment in some countries – acknowledge but inform
candidate it is included
• Bonus: Cost of infrastructure may be higher – acknowledge but inform candidate it is included
140
Math Question
• If the investment in each country is $36M, what is the payback period for the country the candidate
selected?
Math Solution
• This question will test basic finance concepts of payback period

• Strong candidate will mention discount rate (candidate can ignore it in calculations)
• Are there ways the Call Center can generate revenue?
• Candidate should brainstorm possibilities for revenue generation from the call center:
• Cafeteria that sells food to employees
• Day Care facilities for working parents
• Alternate use of facilities as a training center
• Advertising revenue from posters, etc. • Internet café (leverage infrastructure) • On-site bank/
ATM
• Vending machines
• Gym
141
Math Question
• Calculate total cost for each country and payback period
Math Solution
Call Demand Current Country A Country B Country C

Employees 400 600 600 1200
Avg Call Duration (Min/Call) 4 4 4 4
Total Working Time (Hours) 8 8 8 8
Utilization 75% 50% 50% 25%
Total Calls 36K 36K 36K 36K
Employee Cost $24K $14.4K $11.52 $17,28
Difference 0 ($9.6K) ($12.48K) ($6.72K)
Cost/Employee $60K $24K $19.2K $14.4K
Employee Cost/Hr $25 $10 $8 $6
Investment Cost $36M
Savings/Year $12.48M
Payback Period 2.88
142
Brainstorm Question
• Evaluate the potential risks
Brainstorm Solution
• Political Stability in the region

• Quality of Service – will it remain the same?
• No experience in Country B
• Long term ability to ensure low hourly rates
143
Conclusion
Recommendation • Work with local governments to gain

support for investment
• Client should move it’s call center to Country B as it is
the most cost effective based on employee rate and • Consider pilot/phased approach to
productivity address service quality
• Work towards identifying other revenue
Risk Factors
opportunities and cost savings
initiatives to offset any rise in labor
costs
• Implement measures to increase
utilization of Country B employees
• Candidate should consider the security as an added cost due to political instability in some countries
• Cost of infrastructure may vary by country and will be typically higher in Africa
144
Exhibit 1
Exhibit 1
120%
Typical Cost Structure for Call Center
20% 100%
100%
40%
80%
60%
10%
40%
30%
20%
0%
Rent Utilities Labor Misc. Total
- 110 -
145
Exhibit 2
Call Demand Current Country A Country B Country C
Utilization Rate 75% 50% 50% 25%
Labor Rate $25/Hr. $10/Hr. $8/Hr. $6/Hr.
Avg. Call Duration (Min/Call) 4 4 4 4
Total Working Time (Hours) 8 8 8 8
$ Current call center has 400 employees
$ Assume 300 days/year in calculating annual cost of labor
146
Case 13: Bath Co., Deloitte (Round 1)
Problem Statement
! Your client, Bath Co., is a global manufacturer of expensive line of bathing supplies including bath
oils, bubble baths and bath salts. The bathing supplies are marketed under different brand names in
20 countries. Bath Co. has outgrown its current transaction processing system that is used by their
finance and operations teams. The client has employed Deloitte to come up with an approach,
strategy and roadmap to develop a solution and help them choose between vendors vs. home grown
solution.
! Industry: Technology • Deloitte Technology cases diverge from standard case

formats in that there is no final recommendation with risks
and next steps. The case ends once finished covering the
! Difficulty: Medium last question.
• Interviewer will start by asking how the interviewee plans
to approach the initiative and will follow through a series of
! Format: Business Technology
questions.
• This case covers how you would approach things and is
! Concepts Tested: Approach, open ended.
Technology implementation
consideration
Questions and Solutions
Question #1
! How will you approach this initiative?
Solution
! Establish Scope & Plan (develop a workplan, identify client resources, high level data request)
! Current State Assessment (conduct executive/stakeholder interviews, gather requirements, etc.)
! Future State Definition (conduct visioning workshops, benchmark against rest of the industry)
! Gaps Analysis (analyze and identify gaps between current state and defined future state)
! Prioritize Opportunities (develop a business case for near term opportunities, develop
recommendations and change management plan)
! Develop Implementation Plan & Roadmap
! Training employees to on-board to the new system
148
Question #2
What are some of the risks that you can identify with this project given the global nature of the client?
Solution
• The software should have multi-currency capabilities
• The applications should be able to handle different time zones
• The application should cater to non-English speaking users
• When the new system goes live, there is a risk of the entire application or some functions not working
in some locations. In order to mitigate this, it has to be tested in all locations and the old system
should be available for a few days until the new one is stable.
149
Question #3
How will you decide which existing applications should be kept?
Solution
Conduct application rationalization by using business value and technical value as the criteria.
• High business value, High technical value -> Invest in the application
• High business value, Low technical value -> Migrate
• Low business value, High technical value -> Tolerate
• Low business value, Low technical value -> Eliminate
150
Question #4
How can you minimize costs for Bath Co.?
Solution
• Break into People, Process and Technology
• People -> Offshoring, contracting
• Process -> Ensure that the business and technology processes are aligned to each other
• Technology -> Application rationalization, storage optimization, server optimization
151
Question #5
How can you help them decide between different vendors, licensing, outsourcing and home grown
solution?
Solution
Some of the criteria you can use are:
• Flexibility, Scalability, Historic Relationship, Time to Market, Cost and Control.
• For example:
• If flexibility is more important, then having an in-house IT team would essential.
• If scalability is important, then outsourcing would be the best way to go about it.
152
Conclusion
• Star candidates do not only focus on the technology aspects of the solution, but also look at its
implications on the business. Their recommendations would involve the following components:
People, Process and Technology. They answer every question keeping the firm's goals and the
technology organization's goals in mind. They are also aware of the different service areas in Deloitte
such as S&O, Human Capital and Technology, and different service lines within Technology such as
Information Management, Systems Integration and Tech Strategy & Architecture. Tying your
recommendations to each of these would give you brownie points. You can also add more details
based on your previous work experience.
153
Case 14: Little Bud Co - Beer Company, Bain (Final Round)
Problem Statement
! Our client, Little Bud Co, is a beer company in a small country in Latin America. Little Bud and its
main competitor, Geineken, are the only players in the market. Geineken’s operations are significantly
bigger than Little Bud.
! Little Bud’s CEO asked us to provide him with strategic options for the company and a
recommendation on what he should do.
! Industry: Food/Beverages • If interviewee asks “What are the CEO goals?”, turn the
question back: What are the goals of a company? Then
rapidly lead conversation to the goal of maximizing
! Difficulty: Medium shareholder's value.
• This case is focused on a discussion on how scale
economies create competitive advantage and will touch on
! Format: Growth Strategy
valuation principles at the end.
• It’s important for the candidate to rapidly start comparing
! Concepts Tested: Valuation the two companies. For the purpose of this case, other
methods, Growth Strategies competitors can be disregarded. The analysis should be
focused on Little Bud and Geineken.
• Market is mature (growth is low) At the beginning of the case (after candidate presents
his framework):
• What are the two most relevant information that
• 10% of sales are made through large retailers and
you need to start this analysis? Suggested answer:
90% through bars, restaurants and small retailers
market size and P&L for Little Bud and main
competitor
• Focus on market of regular beer; market for small • Once the candidate asks for market size data,
brewers/specialty beers should be disregarded present Exhibit 1 and ask for initial insights
(very small market)
• Exhibit 2 provides financial comparison
information. What are the margins for each player?
What are the possible reasons for the margin
differences? (suggested answer: Geineken could
have higher margins due to higher prices, lower
costs or both).
• When candidate raises the hypothesis of selling
the company, hand over Exhibit 3.
• What are the strategies that Little Bud should
consider? Suggested answer: go to niche market,
go to related markets, sell to competitor
155
Possible Framework
Possible Framework

Revenue: Costs:
• Market Size • Fixed Costs:
• Distribution • Plant and Equipment
• Retailers • Distribution
• Restaurant/Bars • Marketing
• Price • Variable Costs:
• Product Mix • COGS
• Labor
Competition: Company:
• Compare Financials • Supply Chain
• Operations • Economies of Scale
• Pricing • Geographies/Related
Markets
• Buy/Sell
156
P&L Calculations
• On the basis of the Exhibits, candidate should derive the following results for Exhibit 2
Solution
Pricing P&L Comparison

Little Bud Geineken Little Bud % of Rev Geineken % of Rev
Unit Price 1.00 1.10 Revenues 100M 700M
COGS 30M 28M COGS 30M 30% 178M 25.5%
Gross Profit 70% 75% G&A 10M 10% 70M 10%
Sales/Dist. 30M 30% 175M 25%
Marketing 25M 25% 127M 18.1%
EBITDA 5M 5% 150M 21.4%
157
• At this point, the candidate should try to compare the two players, in order to identify the possible
sources of competitive advantage.
• The table below presents information on Geineken costs as a percentage of sales (so the candidate
can calculate the P&L) and the rational behind the cost differences between Little Bud and Geineken.
• Ask the candidate to provide a hypothesis on the rational before explaining Geineken’s competitive
advantages
• G&A: Assumption here is that Little Bud operates on a model in which there is no more scale
economies in G&A.
• Sales & Distribution: Due to market regulations, there is a limit in the truck size. Due to its larger
share, Geineken achieves higher asset utilization.
• Marketing: Even with lower percentage, the marketing expenses are much higher in the absolute
terms.
158
• Evaluate potential options for Little Bud
• Increase market share:

• Product innovation: consumer taste is already well defined. There is no room for new products.
• Price war: it’s virtually impossible for Little Bud to enter a price war against Geineken.
• Marketing: Geineken spends 5x more in marketing. Trying to compete against this big player on
marketing expenditures is not a good strategy.
• Reduce costs: There are no opportunities for further reducing costs.
• Focus on niche market: Interviewer should say that niche market for beer in this country is very small.
• Move into related markets (e.g.: carbonated soda, juices, etc.): interviewer should say that the company has
already conducted analysis and decided it’s not a good alternative, due to competition
• After comparing both companies, the candidate should understand that scale economies are a major source
of competitive advantage in this market and propose some strategic alternatives to Little Bud. The interviewer
should rapidly move the discussion towards selling the company.
159
Valuation of Little Bud
• The interviewer should propose to focus on the valuation of the business

• Ask the candidate to propose how to value the company
Solution
• The candidate should be able to propose at least the two most common valuation methods: DCF and
multiples (multiples are use for quick assessments and we have EBITDA figures). Once asked for it, the
interviewer should give the multiple to be used: EV/EBITDA = 10x
• What is the market value for Little Bud?
• Suggested answer: based on the multiple and EBITDA figures, $50M
• What is Little Bud’s value to Geineken?
• Suggested answer: considering Geineken margins and Little Bud revenues, Little Bud’s value to its
competitor is $214M (potentially higher, due to the fact that Geineken would become a monopoly and
be able to increase price and further squeeze suppliers)
• How to “force” Geineken to pay more than $214M?
• Suggested answer: Little Bud should open bid to other companies. Geineken has the incentive to
maintain its market dominance and doesn’t want a big international player to enter the market,
160
• Evaluate potential risks
• There might be legal issues by the anti trust agencies that would prevent a transaction
• Loyal customers might not perceive it positively
• Jobs may be lost due to the realized synergies and this may cause an uprise
• Company cultures could clash/cause problems
161
Conclusion
• Recommend the CEO to sell Little Bud • Hire an investment bank to structure
the deal
• The company has no competitive advantage. Geineken
has margins high enough to enter a price war that • Evaluate risk of ruling from antitrust
would lead Little Bud to bankruptcy agencies
• Also, through an open bid to the market, Little Bud • Identify potential cost saving
could achieve a higher valuation opportunities in case Geineken
responds by reducing prices
• Star candidates will showcase business skill in identifying the correct valuation model and price
• Should justify reasons on selling the company and why not increase price or reduce cost
• Realize that a price war may not offer as high a valuation as discussed as Geineken is the only other
potential candidate at the moment and more analysis must be done to determine if there are other
prospective companies that would be interested in entering the market
162
Exhibit 1:
Revenues per Channel
Exhibit 1: Revenues by Channel
Figures in USD millions
- 70 -
163
Exhibit 2: P&L for Little Bud and Geineken
Little Bud ($M) Geineken ($M)

Revenues 100 700
COGS 30
Gross Profit 70
G&A 10
Sales & Distribution 30
Marketing 25
EBITDA 5 150
164
Exhibit 3: Gross Profit Detail
Little Bud Gieneken

Unit Price 100 110
COGS 30 28
Gross Profit
165
Case 15: Midwest Hospital, BCG (Round 2)
Problem Statement
! Midwest Hospital is a research-based hospital and takes pride in its joint replacement surgery
department. Recently Midwest Hospital did a P&L analysis for all departments and found that the joint
replacement surgery department is providing losses
! The CEO has asked us to help out
! Industry: Healthcare • If the candidate asks tell him/her that there are no financial
targets.
• Candidate should figure out during the course of the case
! Difficulty: Hard
that there are several levers that can increase profitability:
• Increase price
• Change patient mix
• Increase total number of surgeries
! Concepts Tested: Average
• Decrease costs
Variable Cost, Competitive analysis
• Provide post surgery services such as physiotherapy
• At some point near the start of the case,

• Give the Exhibits in the subsequent slides interviewer should take the lead and ask these
only when the candidate asks for the relevant questions after Exhibits has been given
data.
• Exhibit 1: Would it be advisable to not cater to
• Focus of this case is only on joint Medicare patients (assume no backlash)?
replacement surgery
• Exhibit 2: What is the number of surgeries that
Midwest needs to conduct in a year to
breakeven?
• Exhibit 3: Why is Company D able to stay
profitable despite having fewer patients and
unfavourable patient mix?
167
Possible Framework
Possible Framework
Profit = Revenues – Costs Costs:

Revenues: • Fixed Costs
• No. of Surgery • Hospital
• Complexity of Surgery • Doctors
• Patient Mix • Equipments
• Price • Insurance
• Other Charges eg: Bed, Medicines • License
• Post Surgery • Variable Costs
• Visits • Visiting Doctors/Surgeons
• Medicines • Govt. regulation
Competition: Customers:
• Price • Age Group
• Patient Mix • Paying with Insurance
• Better facilities/Equipment
168
Math Questions
• Exhibit 1: Would it be advisable to not cater to Medicare patients (assume no backlash)?

• Exhibit 2: What is the number of surgeries that Midwest needs to conduct in a year to breakeven?
• Exhibit 3: Why is Company D able to stay profitable despite having fewer patients and unfavourable
patient mix?
Math Solutions
• On fully cost allocated basis Medicare patients are unprofitable but they are still paying $1K above the
variable cost (marginal cost). This helps cover the fixed costs of the department. So, it is not
recommended to stop conducting surgeries for Medicare patients
• Average revenue per patient is 19K. Average variable cost is 14K. Gross margin per patient is 5K.
Fixed costs are 7M, so 1400 surgeries are required for breakeven. Assuming same proportion as in
Exhibit 1 the hospital requires 140 commercial, 420 insurance, and 840 Medicare patients
• Comp D might have a lower cost structure or are able to negotiate better pricing from payers
169
• Evaluate potential risks to increasing the number of surgeries
• There might not be enough market demand and increasing surgeries would mean stealing marketing
share from competitors
• The competitors might reduce the price and enter a price war
170
Conclusion
Recommendation • Analyze scope for cost reduction,

starting with competitive benchmarking
• Increase total number of patients to cover
• Analyze scope for increase in price,
• Change mix of patients to have a higher proportion of
starting with competitive benchmarking
commercial and insurance customers
• Analyze profitability of post care
• See if you can negotiate with insurance and gov.
services provider
Risk Factors • Start conversations with
• Those gained from brainstorming reimbursement providers
• Star candidates quickly identify the competitor D has a similar patient mix but is still profitable
• Candidate should provide a reason as to why the client should not eliminate medicare patients
• Candidate should bring up idea that joint replacement department may be a loss leader and provides
synergies with other department offerings
171
Exhibit 1: Patient Mix
Payer Type # Surgeries List Price Invoiced Price

Commercial 100 $40,000 $40,000
(Enterprises)
Insurance 300 $40,000 $20,000
Medicare 600 $40,000 $15,000
(Government)
172
Exhibit 2: Joint Replacement Department P&L
$M
Revenue 19
VC Physician 5
Materials 5
Others 4
FC Facilities 3.5
Others 3.5
Total Costs 21
Profit ($2)
173
Exhibit 3: Competitive Benchmark
Surgeries Commercial HMO Medicare Profitable

Midwest 1000 10% 30% 60% No
Hospital
Comp A 1200 20% 20% 40% Yes
Comp B 800 30% 20% 50% Yes
Comp C 900 10% 20% 70% Yes
Comp D 1000 5% 25% 75% Yes
174
Case 16: Apache Helicopters, Bain (Round 1)
Problem Statement
• Our client is a US defense contractor and one of its divisions manufactures Apache helicopters for military
operations. The company is considering setting up a new plant to meet increasing demand in the attack
helicopter space. These helicopters are fully equipped with guns and ammo when delivered to the client.
The client has considered three sites to setup operations: Brazil, France and the US.
• How would you go about defining the parameters for decision and where should they setup the plant based
on that analysis?
! Industry: Defense • Help the candidate only when he/she asks for information
• The critical thinking around how a country might alter
purchases based on country of origin is a thought that good
! Difficulty: Hard
interviewees will bring up.
• The other key aspect is the interviewee’s ability to capture data
! Format: Market entry and not get lost in it
! Concepts Tested: Quant heavy,

Synthesis
• The client has 3 plants in the US; 2 in Kansas • NA

and 1 in Michigan
• The plants operate at full capacity today
• One of the US plants can accommodate an
additional assembly line at the cost of $500M;
the other 2 are landlocked in residential areas
and cannot be expanded
176
Possible Framework
Possible Framework
• Candidate should structure the framework to consider the elements for evaluating 3 countries
• Export control restrictions between the US and FR & BR; this is important because if the transfer of
technology is disallowed, then the only option is to setup the plant in the United States
• Financial analysis of operating up the plant in different locations
• Costs (FC, VC)
• Revenues that accrue from sales
• Where are the profits?
• Customers
• Where are they based?
• Need to be close to the customer for design inputs
• Suppliers
• Spare Parts
• Raw materials
• Logistics
• What’s it going to take to get the product to the customer?
• Manpower (availability of skilled managers, technicians)
177
Math Question
Information to be provided to candidate when requested
Cost Information
• Initial plant setup costs are $500M (US), $2B (BR), $3B (FR)
• Fixed Costs are $100M annually in all three countries
• Variable costs are $15M (US), $20M (BR), $25M (FR)
Market Size and Revenue Information
• Defense Budget for next 5 years: $100B (US), $15B (BR), $10B (FR)
• % of Defense Budget to be spent on our helicopters over the next 5 years
Sales information
• The helicopter sell for $100M a piece, but if they are imported into the US, then the US Govt. require them to
be certified and the certification process costs $15M per chopper.
178
Math Solution
Math Solution
If plant in US
• US revenues over 5 years = 20% of 100B = 20B
• # of choppers = $20B / $100M = 200 helicopters Total Cost = 500M + 500M + (200) x ($15M) = $4B
• PROFIT = $16B
If plant in Brazil
• US revenues over 5 years = 20% of 100B = 20B
• BR revenues over 5 years = 50% of 15B = 7.5B
• # of US-bound choppers = $20B / $100M = 200 helicopters
• # of BR-bound choppers = $7.5B / $100M = 75 helicopters
• TOTAL COST = 2B + 500M + {(# of US bound units) x ($20M + $15M} + {(# of BR bound units) x
($20M)}
= 2B + 500M + (200) (35M) + (75) (20M) = 2B + 500M + 7B + 1500M
= $11B
PROFIT = $16.5B
Having the plant in Brazil will give us profits higher than the US by $500M
179
• Evaluate the potential risks to acquiring helicopters in the selected location
• Political stability in the country

• Quality of products may be different
• Cultural customs are different and may affect business relationships
• Export/Import implications
• National security may be an issue as helicopters/defence equipment will be manufactured outside of
the US
• Know how in other countries
180
Conclusion
Recommendation • What is the potential for selling

choppers outside of these 3 countries
Based on the financials, Brazil appears to be a more
to the worldwide market
attractive candidate for setting up the new plant because:
• What will labor reaction at our existing
• Our profits over 5 years will be higher by $500M
plants be if we off shore production to
• We won’t be entirely dependent on one single country Brazil
(US) for sales
• Are US relations with Brazil likely to be
cordial over the next 5 years for us to
Risk Factors
benefit from
• Export control laws and sales to both
nations
• Star candidates will realize that calculations relating to France are unnecessary due to the relatively
lower revenues and higher costs
• Excellent candidates will also not get lost in the data and will cleanly set up tables to make
calculations
181
Case 17: Lawn Co., Bain Original
Problem Statement
• Lawn Co. specializes in residential lawn fertilization, weed control, and disease prevention. Lawn Co.
is a large US residential lawn care company with ~20% market share. Lawn Co is highly profitable
with margins driven through an aggressive focus on cost
• However, Lawn Co. has seen little top line revenue growth in recent years
• Should Lawn Co. focus on organic growth or should it pursue inorganic acquisitions to grow?
! Industry: Industrials • This question is heavy on exhibits. Show Exhibit 1-6 as the
interviewee asks for information.
• When the interviewer asks for industry trends, show exhibits
! Difficulty: Hard
1-2. Show exhibit 3 when they ask about industry growth.
! Format: Growth
! Concepts Tested: Customer

lifetime value, profitability
Possible Framework
Framework
Market
• Industry growth
• Competitive landscape (share of market, number of competitors)
Growth
• Acquisition
• Gain new customers (New geographies, marketing channels)
• Existing customers (Promotions, loyalty programs)
Profit
• Costs (acquisition costs of other firms or customers, marketing spend, SG&A spend, labor, PP&E etc.)
• Revenue
Customer
• Price sensitivity
• Customer lifetime value
• Cash flows over years from customers
• Acquisition costs
183
Exhibit 1-3 Guidance
Question
• What are the key insights from these exhibits?
Solution
• Market is growing faster than the client

• Possible reasons could be better product, better reach, better pricing
• Market is very fragmented
• Easy to make acquisitions
• Will need to make many to result in substantial growth
184
Exhibit 4-5 Guidance
Question
• How much does it cost to acquire one new customer organically?

• How much does it cost to acquire on new customer inorganically?
• Why might inorganic customers cost more to acquire?
Solution
• Cost to acquire in both cases is total acquisition costs / number of new customers acquired.
Interviewees should round both the number of customers and total costs to numbers easy to work with
• Reasonable answers are $360 for inorganic customers ($18M / 50K) and $100 for organic customers
($100M / 1M)
• The best candidate here might discuss purchase premiums or customer attrition during the sales
process (e.g. don’t want to be a Lawn Co customer)
185
Exhibit 6 Guidance
Question
• How much does each type of customer spend over the course of their tenure?
• Given the information you know, which type of customers are better for Lawn Co.?
Solution
• Total spend in both cases is average spend per year * total lifetime. Interviewees should round all
numbers to numbers easy to work with
• Reasonable answers are $800 for organic customers ($400 * 2 years) and $760 for inorganic
customers ($380 * 2 years)
• Interviewees should calculate the “profit” or “contribution” for each customer type by subtracting the
acquisition costs they calculated from the potential revenue Yields $700 for organic customers and
$360 for inorganic customers
• The strongest candidates here might first ask if the cost to serve both types of customers is the same to
see if subtracting the two values gives you a good proxy for relative attractiveness
• Interviewees should identify organically acquired customers as more attractive
186
Conclusion
Recommendation • Understand changing customer

• The client should pursue an organic strategy for growth preferences to identify opportunities for
as profit/customer is 2x in organic vs. inorganic ($700/ growth
customer) • Product/Service
• High control premiums • Geography
• Quality of organic customers is better • Marketing channel
• No M&A integration costs
Risks
• Time taken is longer
• Stealing market share can be difficult if competitive
response is strong
• Identify that customer “profitability” (lifetime value) is key to understanding which growth option is better.
Strong interviewees should lay out a profit tree-like framework.
• Strong interviewees will ask about clients past M&A experience as a factor to consider when evaluating
inorganic growth strategy.
187
Exhibit 1: Growth at 5% p.a. of overall market since 2004
188
Exhibit 2: Growth of 4% p.a. of Lawn Co since 2004
189
Exhibit 3: Lawn Co. leads lawn services market with ~20% share
190
Exhibit 4: Lawn Co. spent $120M to acquire ~1.1M new customers
191
Exhibit 5: Customers acquired inorganically spend less per year than
organic customers
192
Exhibit 6: Customers acquired inorganically stay Lawn Co. customers
for slightly longer
193
Case 18: Marie’s Café, McKinsey (Round 1)
Problem Statement
• Marie’s Café is a small local coffee shop that serves coffee and latte. Marie’s has been around for decades and is
known for its high quality drinks and cozy atmosphere. The café has seen declining profits over the last few quarters,
and the owner has hired you to increase its profits.
! Industry: Hospitality • This is an interviewer led case. It is a case heavy on quant and has
certain elements of brain-storming.
! Difficulty: Hard
! Format: Profitability/Operations
! Concepts Tested: Profitability,

Operations, Process Optimization
• There are two other coffee shops in the nearby area that • If the candidate touches on prices or costs, show Exhibit 1
sell coffees and pastries. (There is no further information and ask to calculate avg. profit/customer
on these competitors.) • Next give candidate the relevant data points including Exhibit
2 and ask to calculate avg. profit/day
• Café currently serves two items (coffee and latte) in
three different sizes.
195
Possible Framework
Framework
External factors
Market
• Market growth
• Changing consumer preferences (Product, atmosphere)
Competition
• New low cost competitors
• New substitutes (restaurants or fast food chains close-by)
Internal factors
Company
• Foot traffic in the coffee store (Increase number of customers)
• Process Efficiency (average time to cater to each customer)
• Capacity of the cafe
Product
• Product Diversification (limited product range)
• Price sensitivity of customers
• Complimentary products and services (wireless services)
• Quality of products/brand image (Building on brand)
196
Math Question
• How much profit Marie’s café currently makes per customer?

• Each customer only purchases one drink per visit.
• Strong candidates will point out the larger sizes yield larger profit margins, and suggest new profit increasing strategies
(like promoting sales of larger sizes, introducing a 20 oz size, eliminating 8 oz sizes, etc.). Profit here does not include
the baristas
• Average Profitability = $1.5/customer. See calculations below in the table.
197
Math Question
Ask the candidate, what is the average profit that Marie’s café earns per day?
• Each customer purchases exactly one beverage.
• Two baristas are working at any given time. Baristas are paid $15 per hour.
• Hours: 7 am to 10 pm, Monday through Friday. Closed on weekends
• The number of customers per hour is listed below. Customers leave if they cannot be served quickly
• On average, it takes 2 minutes for a barista to complete an order. Coffee is served fairly quickly while latte takes
significantly longer to make.
Candidate should realize that the café is losing money in the evening hours. Candidate should suggest adding or
Math Solution
Candidate should realize that the café is losing money in the evening hours. Candidate should suggest adding or
subtracting baristas based on demand. Assuming 2 baristas per hour, the average profitability would be $607.50. By adding
a third barista in the morning shifts and reducing one at night, the new profit would be $787.50. See the next page for the
complete solution.
198
Math Solution
199
• Marie’s Café does not offer wireless access for its customers. Should the café add this service?
Positives
• More customers
• Potentially charge customer for services
• Customers may order larger size of drinks
Negatives
• Cost of wireless setup, outlets
• Sufficient room for customers
• Customers stay longer, slowing sales during busy period
• Image of café – may change current atmosphere
200
• If candidate mentions that competitor sells pastries, while Marie’s café does not. What factors should Marie’s café
consider before purchasing an oven to sell pastries?
Revenue
• Doughnut sales, increased synergies with coffee/volume of customers
Costs
• Fixed costs – purchasing/maintaining oven, setting up display case, storage, advertising.
• Variable costs – ingredients, hiring/training staff
Capacity
• Rooms in café for oven and ingredients
• Baristas available to accommodate for increase in demand
Brand Image – Marie’s is known for its coffee and atmosphere; adding pastries may change image and drive away loyal
customers, especially if they are low quality.
Competition – price and quality compared to competitors.
Alternative Opportunities – purchasing doughnuts from somewhere else.
201
Math Question
• A new espresso machine, priced at $2000, can greatly decrease the time it takes to make a latte. The average time it
takes to complete an average customer’s order decreases from 2 minutes to 90 seconds. How long would it take to pay
back the machine?
Math Solution
• Daily Profit shown below, calculated with the optimal number of baristas
• Machine would be paid back in 14.8 days(2000/(922.5 – 787.5) from Question 3)
• 4 Baristas in the 7-10 AM would also yield similar profits with the advantage of turning away few customers.
202
Conclusion

• Focus on driving profits through larger size of coffee due to higher
• Hire 4 baristas for peak time or use the new
profit margins
machine.
• Hire 4 Baristas during peak time and 2 Baristas during down-time
• Offer complimentary add on services such as wireless services • Sell food along with coffee. As baristas are
• Diversify product range. Include food fewer currently, think about buying food/
pastries from third-party
Risks
• Offering wireless services might make customers stay for longer
and the capacity of the café might not be enough to hold the
customers.
• Baristas unable to accommodate demands
• A star caser will provide both pros and cons of starting wireless services. He/She would also be able to highlight capacity
and process optimization issues.
203
Exhibit 1: Products, costs and customer split
204
Exhibit 2: Demand of coffee per hour
205
Case 19: PD Gas Buyout, Based on BCG &
McKinsey (Round 2)
Problem Statement
• Your client is PD Inc., a large US based grocery supermarket chain. PD Inc. also runs 999 gas stations next to
its retail stores.
• Last week, PD Inc. was approached by a large US based oil and gas distributor which offered to buy out the
entire portfolio of 999 gas stations from your PD Inc.
• Your PD Inc. immediately reached out to you and has sought your advice on whether to sell these gas stations
or not and what factors to consider when making this decision.
! Industry: Retail This is a interviewee driven case in the first half and an interviewer
driven case in the second half. A few answers to general questions:
PD Inc. has not been offered a specific price by the buyer. Interviewee
! Difficulty: Hard can be told to consider price as part of his recommendations though.
The key is to first decide whether the PD Inc. should sell or not.
PD Inc. cannot choose to sell a part of the portfolio of gas stations. It will
! Format: Divestiture either sell the entire portfolio of 999 gas stations or nothing at all.
No information on competition is available.
No information on the buyer’s scale, geographic presence or reason to
! Concepts Tested: Synergy / buy is available
Revenue Driver Analysis
PD Inc.'s stores are spread across the United States. All stores have a
gas station next to them.
Possible Framework
Possible Framework

Revenue: Costs:
• Direct Sales – Gas station • Fixed Cost
• Cross-Selling between grocery and gas station • Facility and Equipment
• Price: • Approval and Licensing
• # of gas stations • Insurance
• Price per gallon • Utilities
• Any trends • Marketing
• Loyalty programs • Variable Cost
• Fuel
• Labor
Competition:
• Price war Customers:
• Consolidation • Trends in buying – gas because of groceries or
vice versa
207
Information for Candidates to be Provided Upon

Answers to Additional Questions
Request
• A good candidate will identify that initially, PD Inc. needs to value it • PD Inc. has been making losses in the
gas station business based on cash-flows and also identify the gas station business since the past 3-4
synergies with the retail stores. Information to be provided upon
years
request (in Millions):
Revenue for each gas station each year: 60 •There is no information on the growth of
the fuel and the retail business for PD Inc.
Cost of fuel sold at gas stations (COGS): 59.98
Cost of licensing fees paid to distributor: 3.02 •The gas industry as a whole has a similar
cost structure
Cost of rent, land, and equipment: 2
•The gas station has no additional
Cost of labor, utilities, insurance, and revenue streams (carwash/repair/
miscellaneous 1 convenience store)
Net Profit -6
•PD Inc. has no other business verticals
• Really good candidates identify that that the Gross Margin is other than fuel and grocery retail
extremely low either because it’s a very low margin business or
because PD Inc. is discount prices on purpose to attract customers.
In this case, PD Inc. is using its fuel stations as loss leaders
• Candidate should ideally then enquire about retail revenue and
synergies.
208
Solution Frameworks/Guides
Revenue Side
• For revenue on the retail (grocery) side, upon request, candidate should be told that fuel station revenue accounts for 20% of overall
revenue. Hence, retail revenue will be $240 million per store.
• Upon request, candidate should also be told that we are very proud of the way we manage our suppliers and have fairly high profits
margins relative to the retail (grocery) industry. The margins on the retail (grocery) side are 16.66%. Candidates intuitively good with
numbers will identify this as the fraction 1/6. if they don’t, tell the candidate to consider it as 1/6.
• The consolidated revenue and cost figures for PD Inc.'s business are given below:
Revenue (in $M) Cost (In $M) Profit (In $M)
Gas Stations 60 66 -6
Retail Stores 240 200 40
Total 300 266 34
After Sale 204 170 34
209
SynergySide
• Potential synergies are additional walk-ins to retail stores, joint loyalty program, supply chain synergies (cheaper fuel for
PD Inc.'s trucks, same trucks used to deliver goods etc.)
• Additional information on synergies:
-15% of Inc.'s customers on the retail side come to buy groceries only because they came to the gas station to fill up gas
-40% of PD Inc.'s customers on the retail side come to buy groceries but also end up buying gas at the gas stations later
(i.e., they don’t really care if there was no gas station next door) Candidate should realize that the 15% of the customers
who came to buy gas first are the one which account for synergies on the retail side directly attributable to the gas station
Revenue (In $M) Cost (In $M) Profit (In $M)

15% Synergy 36 (15% of 240M) 30 6 (16.66% or
Impact
Candidate should now realize that the losses on the fuel business are getting covered by the synergies from the
fuel business on the retail side. Hence, it is a wash.
210
Positives and Negatives from Sale
• Now is when you turn the case into a discussion and ask the candidate to evaluate the positive and negatives for PD Inc.
if it chose to sell the business. It is important to keep questioning the candidate’s assumptions.
Positives from Sale
Increased cash flow due to cash received from sale
Lesser working capital (reduced by $5.5 B --- Annual cost of $66Bn divided by 12 months = approx. $5.5 B in working capital)
Increased focus on existing business
Leaner operation with higher margins (refer to next slide for details)
Negatives from Sale

Drop in economies of scale as PD Inc. no longer buys $30 B worth of goods. This also results in excess warehouse, transportation,
store capacity hence downsizing costs
These 15% customers will go to competition which will get economies of scale hence lower prices and this may result in further erosion
of our customers
Stock market may react negatively to drop in revenue
May impact inventory turnover etc.
• It is important to keep asking candidate for more positives and negatives and question the candidate. “Are there really
any negatives from the sale since there seems to be no impact on profits and for a business, profits are the best metric to
gauge impact?”, “Why will the 15% customers not come to the stores any more?” Etc.
211
Loss of Revenue from Transaction
• Most candidates will assume that PD Inc will lose the 15% of the customers once it sells the business but it is important
for them to identify the exact reason why PD Inc will lose these customers.
• Question the candidate’s assumption by stating that the gas station is still next door so why will the customers stop
coming.
• The correct reason is that PD Inc is currently selling the fuel at discounted prices to get customers to come to the fuel
station and then buy groceries but the buyer has no incentive for doing so and is likely to raise prices to market levels and
hence the customers will stop coming to the gas station.
• You can further question the candidate by showing him the resulting expected impact on margins after selling the
business. The actual impact will differ as this margin does not include downsizing and other costs. These figures are given
to candidate only to see if he/she can realize that the actual figures may be very different because of the negatives listed in
previous slide. The margins as %age of revenue are given below:
Revenue Cost Profit

Pre-Sale 100% 86.66% 11.33%
Post-Sale 100% 83.33% 16.66%
212
Conclusion
An ideal recommendation is to advise PD Inc to sell the

business but contractually obligate the buyer to three 1. Conduct a market survey to test price
conditions: sensitivity of customer
The buyer will keep all fuel stations open/seek approval 2. Discuss the stipulated conditions with buyer.
before closing stations The 40% of customers that end up buying fuel
can be used as a leverage
The buyer will not open any competing establishment 3. Discuss potential for co-branded loyalty card to
(convenience stores) at the fuel stations further increase customer overlap
The buyer will keep the prices discounted by allowing PD
Inc to subsidize the prices. (the key is to realize that PD Inc
does not have to discount so heavily since fuel is highly
price elastic. Even if the buyer sells fuel at prices 5% below
competition (assuming competition sells to entirely
breakeven, i.e., at $66 Bn, buyer will sell it at ~ 63 Bn) the
customers will still come. PD Inc. can reimburse ~ $ 3 B to
buyer and hence still end up making a net profit of ~ 3 B on
the retail side along with getting benefits from all the
positives of selling the business.
213
Case 20: Office Vending Services, Bain (Mock Case)
Problem Statement
Office Vending Services Inc. (OVS) is the market leader in office vending machine services. The
business services provided include sales and delivery of product, restocking of machines, and
repair of faulty equipment. Profits are substantially down in the business.
The CEO of Office Vending Services needs Bain to assess the root causes of the profitability
decline.
! Industry: Retail This is a great case for a candidate to display structured

thinking. Candidate is expected to start with the problem on a
high level and each exhibit further provides more details to the
! Difficulty: Hard problem.
! Concepts Tested: Profitability

decline, competitive advantage
Possible Framework
Framework
Profit
• Revenue
• Price
• Volume of product
• Product mix (unprofitable products)
• Costs
• Fixed costs (e.g., SG&A, PP&E)
• Variable costs (e.g., COGS (costs of products in vending machines from suppliers), labor, delivery, maintenance)
Competition
• Competitive prices
• Better sales and marketing
• Better products
• Better delivery and repair services
Customer
• Price sensitivity
Market
• No. of players and share
• Industry growth
215
Office Vending Services – Exhibit Key Takeaways
Exhibit 1 - 5 insights
Exhibit 1
• OVS revenue decreased over the past 2-years
• Rate of decrease is increasing - Down 8% from ’96 –’97; down 13% ’97 – ’98.
• Interviewee should begin to think about what the drivers of the revenue (e.g., lower volume of sales, lower prices of products)
decrease are and may ask for if a revenue breakout is available.
Exhibit 2
• OVS costs decreased over past 2 years
• Rate of cost decrease is increasing, but is not keeping pace with the rate of revenue decline - Down 4% from ’96 - ’97; down 7.5%
’97 – ’98
• Interviewee should begin to think about where the cost reductions are coming from (e.g., lower costs of raw materials, decrease in
units manufactured) and what the drivers are. Interviewee may ask for a cost breakout for OVS.
Exhibit 3 - Volume of deliveries are dropping over past few years. Brainstorm for reasons (e.g., better product/prices by competitors)
Exhibit 4 - Average price per delivery has remained stable; so revenue per delivery has not dropped.
Exhibit 5
• OVS is dominant player in market but has been losing market share – 20% over the past 2-years. Interviewee should be able to
estimate the competitors’ market size(Direct them to the correct revenue numbers in the bullet below as it is not very clear in the
graph) as well as the percentage of the market OVS currently has.
• Revenue figures: OVS: $200M (40% of market) ; Vend Int.: $130M (26% of market) ; Candy & Pop: $110M (22% of market) ; $60M
(12% of market).
• It is also important for the interviewee to see that Vend has grown the fastest at 40% and explore the possible reasons.
216
Exhibit 6 – 8 insights
Exhibit 6
• The top two attribute of importance for customers (Price and Delivery Reliability) are where OVS scores the lowest. Conversely,
Vend scores the highest in these two categories.
• OVS scores very well in Product Variety and Machine Service/Repair, yet these are not nearly as important to customers.
• Interviewee should begin to make links between what has allowed Vend to grow (meeting customer needs) while OVS loses
market share.
Exhibit 7 – Same as Exhibit 6, just in graphical format; same key information should be obtained.
Exhibit 8
• Firstly, interviewee should see that OVS’s COGS, SGA and Repair costs are higher (roughly 100%) than the competition. This can
correspond to the higher market share. However, OVS’s costs for delivery are in line with their competitors, despite higher market
share – which would correlate to the poor customer satisfaction when it comes to delivery.
• This may begin to suggest that OVS could reduce costs in COGS (reduce product variety since it isn’t as important to customers
and get better prices for larger volumes of fewer product types from suppliers and provide customers better prices in return)
• OVS could also reduce repair costs (again, not as important to customers) and reallocate some of this to delivery to increase
customer satisfaction.
• SGA may also see a slight reduction as complexity in ordering, labor and other line items as fewer products are ordered and
repairs are reduced.
• Also, interviewee can calculate each firm’s profit margin in order to compare them in a more direct manner: OVS: 200/200 = 0%;
Vend: 117/130 = 10% ; Candy: 98/110 = 11%. This clearly shows that OVS’s profit margin is non-existent and that their competitors
are running a more efficient operation.
217
Exhibit 9 – 10 insights
Exhibit 9
• OVS’s cost per delivery is 9.5% higher than the competition. Also, the breakout of the overall costs within each delivery differs:
• OVS’s COGS and SGA per delivery are higher (roughly 70% of total delivery cost versus 50%)
• OVS’s delivery bucket of the overall cost per delivery is roughly half the cost of the competition – again, not meeting customers’
need and spending less than other vendors.
Exhibit 10
• OVS has been reducing costs across the board, but the largest reduction has come from deliveries – which is clearly impacting the
overall business.
• The small decreases in the other large buckets, has not significantly impacted overall costs.
218
Conclusion
Recommendations • Increase spend on delivery to improve customer

satisfaction (more research needed)
• Find the product types with most demand and discontinue the product
types with lesser demand • More drivers
• Look to reduce COGS, SGA and repair costs. A reduction in product • Better vehicles
variety could decrease COGS through economies of scale – OVS would
• More efficient delivery routes
purchase higher volumes of fewer products, lower cost/unit
• Work with suppliers of products in vending
• Reduction in variety may also reduce costs of delivery as there
machines to discontinue contracts for products with
would be fewer products to carry in vehicles (more deliveries
less demand
possible) and may reduce the time/complexity of refilling a machine
• Train sales force to get new clients and position
• Reduce costs spent on repairing (e.g., modify maintenance clauses)
OVS as a player with reliable delivery and better
Risks prices
• Supplier existing contracts for large number of product types on vending
machines might make decreasing product types difficult
• Changing the distribution network for delivery might be a slower change
and initial investment would be high

Candidate would identify how reducing product types could reduce delivery costs and SGA expenses.
219
Exhibit 1: Office Vending Services revenue ($M)
300
250
200
150
250 230
100 200
50
0
1996 1997 1998
220
Exhibit 2: Office Vending Services cost ($M)
230
225
220
215
210
205 225
200 216
195
200
190
185
1996 1997 1998
221
Exhibit 3: Office Vending Services volume sold
222
Exhibit 4: Office Vending Services historical pricing
223
Exhibit 5: Office Vending Services market trend
Percentage change in
market sales
3% (Total)
17%
22%
44%
(20%)
224
Exhibit 6: Customer satisfaction
225
Exhibit 7: Customer satisfaction
226
Exhibit 8: Competitor comparison (1998)
227
Exhibit 9: Office Vending Services cost per delivery (versus competitors)
228
Exhibit 10: Office Vending Services cost structure(historical trend)
Percentage
decrease in costs
(11%)
0%
(14%)
(25%)
(8%)
(7%)
229
Case 21: Acme Packaging, Bain(Sample from Website)
Problem Statement
Gulf Partners, a private equity fund specializing in leveraged buyouts, has asked Bain to evaluate an investment in Singapore-based
Acme Packaging. A private equity firm is a company that has raised money from individuals and institutions to invest in companies
that may be a riskier investment but offer the promise of higher returns. Acme Packaging manufactures and sells intermediate bulk
containers (IBCs), which are metal frame crates stacked within shipping containers for the transport of goods. Acme Packaging has
manufacturing operations in Singapore and sales offices throughout Asia. 100% of sales are from Asian markets with 80% of sales from
rubber customers - mostly tire manufacturers from Japan and Southeast Asia. Acme Packaging has 65% market share within the
rubber IBC market and has increased share in the Asia IBC market by 5% over the past 3 years. Gulf Partners prefers to sell their
investments within 5 years with a minimum 40% return on their investment. In order to evaluate whether Acme Packaging can generate
high returns, Gulf Partners would like Bain to assess the growth potential for Acme Packaging.

• Industry: Private Equity/Packaging This case is a good case for understanding how a B2B business is dependent on the
growth of the customer industries. This is also a case which requires inferences and
assumptions to get the correct answers.
• Difficulty: Hard
Gulf Partner wants to know
• Format: Investment Question 1: Can Acme Packaging double its operating income by year 5 (2006)?
Question 2: What growth opportunities should Gulf Partners pursue to increase the
• Concepts Tested: Revenue Analysis / Business value of Acme Packaging?
Growth
Provide Exhibits Upon Request after the candidate highlights the required information
in framework (Not all charts are needed to answer the questions)
Possible Framework
Framework
Company
• Revenue (Sales by region and customer) trends for 5 years
• Cost trends for 5 years (Valuation will follow from the revenue and cost trends)
• Sales force effectiveness
Competitors
• Market share by customer segment and geography
Customers
• Segmentation (tire manufacturers, rubber footwear, industrial goods of rubber, non-rubber customers etc.)
• Growth in the customer industries
• Price sensitivity/Selection of products
Potential Buyers
• IBC competitors looking to expand in Asia or acquire the rubber customers
• Manufacturers looking at vertical integration (e.g., a tire manufacturer wants to manufacture IBCs for shipping)
Private Equity Company
• Players in portfolio (e.g., a manufacturer in the portfolio could have needs for shipping containers and would result in synergies after
the acquisition of the company)
• Management expertise
Others – IBC Industry growth rate
231
Acme Packaging – Exhibit Key Takeaways
Exhibit Insights
Exhibit 1
• The chemical IBC industry in Asia is larger than the rubber IBC industry and is increasing at a faster rate. The market is fairly fragmented, and a
fragmented market is easier to penetrate than a market dominated by strong competitors. Acme’s presence in the chemical industry, as well as
other companies selling across industries, indicates that selling across industries is possible.
Exhibit 2 – Operating income percentage has been steadily increasing.
Exhibit 3 – Any of the companies in the portfolio (e.g., consumer products or manufacturing) which ships bulk of items would result in synergies for
the private equity company.
Exhibit 4 – Potential buyers exist and are especially looking for Acme’s presence in Asia and the rubber market. In order to keep increasing the
value of Acme, opportunities should be pursued in Asia and the rubber industry.
Exhibit 5 – Prices have been increasing in IBC industry
Exhibit 6 – IBC sales in Asia increased at 15% CAGR and now is $180M in 2006 compared to $90M in 2001.
Exhibit 7 – It takes 4 years after setting up the office to generate profits.
Exhibit 8 - Asia is seeing a growth rate of 15% compared to U.S (5%) and Europe(8%). This means that players in IBC industry might look for
acquisitions to expand footprint in Asia.
Exhibit 9 - Annual tires sales growth was 30%. This is a good indication for Acme as their most loyal customers are in the IBC. It also means Acme
sales force will need to proactively engage with new players (if any) in the rubber tire industry.
Exhibit 10 – A Pack and IBC Co. have higher customer acquisition cost compared to A Pack. This means they would see benefits in acquiring
Acme
Exhibit 11
• Acme has the lowest rating for prices which is important to customers and should offer lower prices.
• Acme scores higher on the product selection criteria which is of less importance to customers. Acme should reduce the product types and
leveraging economies of scale, manufacture higher quantities of fewer product types in lesser costs.
• Acme should also invest in its’ supply chain network and reduce delivery time.
232
Math Question
Can Acme Packaging double its operating income by year 5 (2006)?
Math Solution
1. Step 1: Determine market size in year 5 – 2006

• 100% of Acme’s sales comes from Asia. As a result, the relevant market to size is the IBC market in Asia
• According to Exhibit 6, the sales of IBC in Asia in 2006 is $180M
2. Step 2: Estimate Acme’s market share in 2006
• According to Exhibit 2, revenue for Acme is $15M. According to Exhibit 6, total IBC sales in Asia is $90M.
• Market share in 2001 was $15M/$180M = 17%
• Assumption: Acme will maintain or increase their share.
3. Step 3: Calculate revenue
• Based on assumption that share in 2006 will be 17% and using the 2006 IBC Asia sales figure of $180M, revenue of Acme in
2006 = 17% * $180M = $30M
4. Step 4: Calculate Operating Income’
• According to Exhibit 2, Operating income % is 12%. Operating income for Acme in 2006 is assumed to be 12%*$30M = $3.6M
• Acme Operating income in 2001 according to Exhibit 2 is $1.5M. Yes, Acme can double its’ operating income by year 5.
233
Brainstorming questions and solution
Brainstorming question
What growth opportunities should Gulf Partners pursue to increase the value of Acme Packaging?
Brainstorming solution
1. Expand presence in Asia by increasing sales in non-rubber customer industries

• The chemical IBC industry in Asia is larger than the rubber IBC industry and is increasing at a faster rate. The market is fairly fragmented, and a
fragmented market is easier to penetrate than a market dominated by strong competitors. Acme’s presence in the chemical industry, as well as
other companies selling across industries, indicates that selling across industries is possible.
2. Aggressively increase market share within the rubber IBC market in Asia
• Acme currently has a 65% share in the rubber IBC market. Although Acme could leverage its current position to gain additional market share,
the opportunity is not large. The remaining market share is divided between only two companies, and the remaining customers may not be as
profitable. The rubber tire sales has been increasing by 30% from 2001 to 2003.
3. Enter new geographical markets by opening sales offices outside Asia
• Europe represents a growing but heavily consolidated market. 80% of Europe’s IBC sales go to five companies. Acme Packaging would have
difficulty penetrating a market dominated by strong competitors.
• Although the United States is a more fragmented market, the growth rate is 3x less than the growth in Asia. Furthermore, entering the U.S.
versus growing share in Asia would be less profitable for Acme Packaging based on the financials of new sales offices.
• A new office does not yield profit until year 4, and since Gulf Partners wants to sell the business within five years, they are probably more
interested in short-term growth opportunities.
234
Conclusion

Recommendations
• Look to reduce COGS and provide better prices to customers. A reduction in • Increase spend on delivery to improve customer
product variety could decrease COGS through economies of scale satisfaction (more research needed)
• Reduction in variety may also reduce costs of delivery as there would be fewer • More drivers
products to carry in vehicles (more deliveries possible) and may reduce the
• Better vehicles
time/complexity of refilling a machine
• More efficient delivery routes
• Identify shipping needs and potential customers in the PE portfolio
• Define the sales strategy to cater to chemical customers
• Focus on sales to consumers in chemical industry as the industry is growing at
a higher rate. Keep focusing on the rubber industry as well because of the • Find out variations needed in metal crates to cater to
predicted growth in tire sales customers in chemical industry
• Enter the U.S. market as it is more fragmented
Risks
• In the 5 years, A Pack or other competitors might try to pursue inorganic growth
and capture share from Acme
• Breaking even in a new geography might take longer
• If customers decide to vertically integrate, IBC industry might see slower growth

Candidate would identify who the potential buyers would be and explore the concept of leveraging synergies with the existing portfolio. As the case
does not have some data points, the candidate would brainstorm ways to use the existing data to get to estimate the operating income.
235
Exhibit 1: IBC Market in Asia by Industry (Singapore dollars)
236
Exhibit 2: Acme Packaging Income Statement ($M)
1999 2000 2001
Revenue 10.0 12.0 15.0
COGS 5.0 6.0 7.5
Gross Margin 5.0 6.0 7.5
Operating Costs 4.1 4.8 5.7
Operating Income 0.9 1.2 1.8
Net Income 0.8 0.8 1.5
Gross Margin % 50% 50% 50%
Operating Income % 9% 10% 12%
237
Exhibit 3: Gulf Partners’ Portfolio
Consumer Financial Manu- Retail Other

products Services facturing
• Lennon • Asia Bank • Astratech • Home Store • Instar
• Johnston Extronics • Go-mart Services
• Mellon • FX Convers • Consumer • JNXE
• Medco depot
238
Exhibit 4: Potential buyers
• A Pack sells IBCs in all geographies and has been growing through acquisition. Acme Packaging would
fit its’ growth strategy and strengthen A Pack’s position in Asia
• Hoover sells IBCs primarily in Northern Asia due to its’ limited sales and distribution network. Acme would
provide it with a larger network as well as entry into rubber IBCs.
• Grief, the leading IBC company in Europe, is investigation entry into Asia, and they have previously
expressed interest in acquiring.
239
Exhibit 5: Worldwide IBC Pricing Trends
240
Exhibit 6: Size and growth of IBC Sales in Asia (Singapore dollars)
241
Exhibit 7: Profitability/Average financials of a new sales force office
(Singapore dollars)
242
Exhibit 8: Worldwide IBC Market by Geography 2001 (Singapore dollars)
243
Exhibit 9: Annual Tire Sales for Asian Tire Market (Singapore dollars)
244
Exhibit 10: Customer acquisition costs indexed to Acme Packaging
245
Exhibit 11: Customer Purchasing Criteria
246
Case 22: Balke-Collender Corp. (Ross Original)
Problem Statement
Balke-Collender Corp. (NYSE: BCC) is a publicly traded chemical company. Several Chinese companies
have entered the market since 2008, putting enormous pressure on BCC’s bottom line. As a result, BCC
stock has stagnated around $48 since 2010. Raider Capital Partners (RCP), an infamous Wall Street
activist investor, has taken a 14% stake in BCC and is threatening to change the board and fire the CEO,
unless he brings up the stock price. The CEO has asked us two questions:
1. How can we achieve 100% total shareholder return (TSR) within 5 years to get RCP off our back?
2. How can we restore the company’s long-term competitiveness?
! Industry: Chemicals ! This case has multiple jargons, candidate should try to
! Difficulty: Hard understand them all before proceeding to the framework
! Format: Investments Note: Do not hand out Exhibit 1 immediately. There is a math
! Concepts Tested: ROI, EPS, other question requiring calculation of net income
Finance related concepts
• BCC’s is currently trading at $48, and has a • This case has multiple possible solutions and
P/E ratio of 20. the candidate should try to explore them
• BCC has 125M shares outstanding. through the framework. Do not show the
Exhibit 1 till the candidate gets to the answer of
• Current demand for ethylene is 210M tons. the first question.
• There are no opportunities to cut SG&A.
• All D&A comes from our Etylene cracker
• Company has the ability to raise debt.
• Ethylene is a petrochemical used in a wide
variety of applications. It is made from a
variety of hydrocarbons, but the most
common feedstocks are naptha (derived from
oil production), ethane and propane (both
derived from natural gas)
248
Possible Framework
Framework
How can we achieve 100% TSR in

5 years?
Increase Decrease Return Capital

Share Price Cost of Capital to Investors
Decrease Increase P/E Increase Increase

Increase EPS FDSO Multiple leverage Sell Divisions Dividends
Increase Decrease
Revenue costs
Decrease VC
Increase
capacity
Decrease FC
P/E Multiple = Price-Earnings Multiple = Share Price / EPS

EPS = Earnings per share = Net Income / FDSO
FDSO = Fully-diluted shares outstanding
249
Math Question 1
! What is the incremental net income required?

Note: Exhibit 1 has the breakdown of net income. Do not show the exhibit 1 before candidate arrives at
the answer.
Math Solution 1
! To calculate the required incremental net income, we start from the share price and PE Ratio to
calculate Net Income.
Share Price 48
(/) P/E 20
= EPS 2.4
(x) FDSO 125M
= Net Income 300M
Req. Improvement 100%
Incremental NI 300M
250
What is the price of Ethylene in the market?
• Because industry demand is only 210M tons, then BCC is the marginal producer.
• Therefore prices must be set such that the next producer (Delta Chem) makes zero profit and thus has not
incentive to enter the market.
• The price is therefore just under $750/ton. Candidate may assume $750/ton.
• BCC has a capacity of 20M units, and full utilization (dividing revenue by $750, gives total units of 20M)
• Total VC = Unit VC * Units = 550 * 20M = 11B, however COGS = 13B, so there must be $2B in fixed COGS (labor,
overhead, etc).
• Because taxes, interest and D&A cannot be changed, candidate must figure out there are four ways to improve
performance:
• Expand capacity (hand out exhibit #3)
• Decrease VC (hand out exhibit #3). Candidate should notice Naphta plants are more expensive.
• Decrease FC (tied to plant layout, goes back to option one)
• Decrease SG&A (no scope for this)
251
Math Question 3
! What is the value of all three investment options? (Exhibit 4)
Math Solution 3
• If capacity increases by 20M tons then Delta becomes the swing producer and price drops to $650 /
tons. Therefore the value of each option is given by:
Feedstock Expansion Both
Plant 10,000 15,000 20,000
Pipeline 15,000 0 15,000 Change Feedstock and
Total9Investment 25,000 15,000 35,000 doing both expansion and
feed stock conversion have
the same net income. Since
Units 0 20 20 changing feedstock has
Price 750 650 650 lower investment than doing
VC 350 550 350 both (and hence higher
Contribution 8,000 4,000 12,000 NPV), change feedstock.
FC H4,000 H2,000 H7,000
Gross9Income 4,000 2,000 5,000
D&A H2,500 H1,500 H3,500
Tax H600 H200 H600
Net9Income 900 300 900
252
Conclusion
Recommendation • Determine competitor reaction, e.g.

• Convert current plant to using ethane feedstock for can they and will they also switch to
ethane and how will this affect relative
a $900M improvement in Net Income
cost positions.
• Investment will increase EPS 1.5x, and will
therefore increase share price by 150% • Secure appropriate financing to retool
the ethylene cracker.
Risks • Quantify the effects of downtime for
all three options and refine
calculations.
The candidate would look at the ratios and reach the income statement. Candidate would realize that
there are changes in variable costs as the capacity is expanded.
253
Exhibit 1: BCC Income Statement
BCC!Income!Statement!
(In)$)Million))
Revenue) 15,000.0))
COGS) (13,000.0))
Gross!Income! 2,000.0))
SG&A) (1,000.0))
D&A*) (500.0))
Opera2ng!Income! 500.0))
Interest) 0.0)
EBT) 500.0))
Tax) (200.0))
Net!Income! 300.0))
*BCC depreciates its assets over a 10 year period using the straight-line method
254
Exhibit 2: Ethylene Cost Curve
1000
900
800
700
Variable Cost ($ / ton)
600
500
BCC Delta
400 Gamma Epsilon Omega
Chem Chem Chem
Chem
300
200
Beta Chem
100
Alpha Chem
0
0 25 50 75 100 125 150 175 200 225 250 275 300
Capacity (in M tons)
Crackers using ethane feedstock Crackers using naphta feedstock
255
Exhibit 3: Estimated VC Breakdown at BCC Plant
Variable Cost / Ton

600
Freight-Out
500
Power
400
Freight-In
Freight-Out
300
Power
200
Freight-In
Feedstock
100
Feedstock
0
Naphta Ethane
256
Exhibit 4: Investment Options
Feedstock Capacity
Both
Conversion Expansion
Plant Investment $10B $15B $20B
Pipeline Investment $15B - $15B
Incremental Fixed Cost $4B $2B $7B
Change in Capacity - 20M 20M
257
Additional Recommended Cases
For additional practice, RCC Casebook team recommends few other cases. List of the
recommended cases has been uploaded at the following Ross Consulting Club location:
Directory: Ross Consulting Club>>Resources>>Casebooks>> “Recommended Cases”

Link: (http://cglink.me/d199252)
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ROSS CASEBOOK 2015

Ross Consulting Club

Best of luck in the upcoming recruiting season!

RCC 2015 Casebook Team

Justin Brown (MBA 2015) Shreya Thacker (MBA 2015)

Interview process overview Career path

Interview process overview Career path

Interview process overview Career path

Interview process overview Career Path

! First Round (on campus): ! Senior Associate

About Quick Facts

Interview* process overview Career Path

! Second Round (3 interviews): ! Principal

Interview process overview Career path

! Consolidation in industry ! Ticket sales to economy and ! Fuel

Customer ! Leisure travelers – (generally price sensitive)

! Changes in fuel prices have a major impact on profitability

! World Price of Crude Oil !Per capita disposable income

! Automakers, Original ! New car sales ! Labor

! Cars, vans, pickup trucks and SUVs ! Commercial purchasers

! Globalization of the industry enables more ease of foreign competition

! GPD growth ! Steel prices

! Savings and loan ! Online banking

! Change in savings behavior

! Consumer confidence ! Urbanization ! Interest rate

! Affordable Care Act ! Hospital care ! Dependent on segment

! Hospitals ! Nursing homes ! Pharmacies

! New legislation (Impact of Affordable Care Act still uncertain)

! Regulation for health & medical insurance ! Aging population

! Upstream, midstream, downstream ! Crude oil ! Exploration: seismic studies,

! GDP growth lubricants ! Gas station: oil, labor, insurance,

! Access to reserves ! Political pressures

For the 2014-2015 changes in O&G industry read:

! Affordable Care Act ! Insurance payments ! Research & Development

! Medical patients ! Health insurance companies

!Department Stores/Big box retailers !Demographic retailers

! Changes in disposable income ! Overstock

!Consumer Confidence index !Gross Domestic product/inflation

! Deregulation led to spur of new ! Voice calls ! Infrastructure

Customer ! Residential and Small Business (Price sensitive)

! Retail stores - carriers and mass retailers

! Rapid development of technology

! Investment in rising technology services

! Commercial and Industrial

! Clean energy threatens the future of traditional power generation methods

Other recommended sources include

Understand)the) Develop) Form)

Porter’s Five Forces Analysis

Bargaining Power Internal Bargaining Power

Concept Key Drivers

Bargaining Power of • Supplier concentration • Threat of forward integration

Bargaining Power of • Buyer concentration • Ability to backward integrate

Topic Key Drivers

Topic Key Drivers

Topic Key Drivers

EBIT Margin = Operating Income/ Sales Revenue