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CASEBOOK
2nd Edition
 Contents
3 C’s Ed-Tech Industry
About the Casebook
4 P’s of Marketing Pharmaceutical Industry
About Us
SWOT Analysis Real Estate Industry
Disclaimer
BCG Matrix Insurance Industry
Message from Teacher-in-Charge
Ansoff Matrix FMCG Industry
7 S's of McKinsey IT Industry
About Consulting
PESTEL Analysis Telecommunication Ind.
Introduction OTT Industry
Basic Concepts of Economics
Know Your Company Guesstimates
Commonly used Frameworks
Bain & Company Introduction
Deloitte Profitability Data Points
Accenture Profitability- Customer Journey Guesstimate 1
L.E.K. Profitability- Increasing Costs Guesstimate 2
Dalberg Market Entry Guesstimate 3
McKinsey & Company Pricing Strategy Guesstimate 4
Boston Consulting Group Growth Strategy Guesstimate 5
ZS Go To Market Strategy Guesstimate 6
ATKearney Industry Analysis Guesstimate 7
Fundamental Concepts Guesstimate 8
Aviation Industry
Guesstimate 9
Porter's 5 Forces Automobile Industry
Guesstimate 10
Value Chain Banking Industry
Unsolved Guesstimates
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 What is Consulting?
Consulting is the business of providing expert advice to a specific group of people or an organisation in a Key Skills in a Consultant
matter in exchange for a fee. The service may involve either advisory or implementation services. Consulting
is a sociable profession with plenty of networking opportunities.

Commercial awareness

Who is a Consultant? Good oral and written

communication skills
A consultant is a person who provides expert advice to either an organisation or individual to help them
improve their business performance in terms of operations, profitability, management, structure and
strategy, in exchange of a fee, operating independently from the client. Information &
Technological skills
Good numerical &
Analytical skills
Types of Consultant Objectives of Consulting
Excellent interpersonal
& Team Working skills
HR Management Defining the Collecting
Consultant Consultant Problem Information
Professional and
geographical flexibility

Operations IT Making a Drafting Tact and persuasive

Consultant Consultant Diagnosis Strategies ability

Intellectual curiosity
Financial Permanently
Environmental Implementing
Advisory Improving
Consultant Recommendation
Consultant Organisation

Hindu
Hindu Consulting
Consulting Group
Group | Grad Partners 8.
 McKinsey & Company
Overview Sustainability Value Promise
1. McKinsey was established in the year 1926. Environmental sustainability is part of McKinsey's purpose, public commitments, and practices. They aim to remove carbon
2. With offices and operations in more than 65 countries, McKinsey combines global expertise from the atmosphere through mainly nature-based solutions—and reach net-zero climate impact by 2030. They have reduced
and local insight to help their clients turn their ambitious goals into reality. 19% of emissions per employee (2017-19) and aim to reduce absolute Scope 1 and 2 GHG emissions 25 percent by 2025.
3. They partner with clients to transform their organizations, embed technology into Nearly two-thirds of their global office space has achieved green-building certification. In more than 100 offices, Green Teams
everything they do, and build enduring capabilities. led by over 1,000 colleagues are driving environmental initiatives to build awareness about environmental sustainability.
4. There are 30,000 employees working at McKinsey globally.

Industries Served
Functions
Accelerate Advanced Electronics Chemicals Oil & Gas Semiconductors
McKinsey Accelerate helps clients achieve and sustain transformational impact over time Aerospace & Defence Consumer Packaged Goods Financial Services Public & Social Sector
and, post COVID-19, prepare for the next normal. Agriculture Electric Power & Natural Gas Healthcare Systems & Services Real Estate
Digital Automotive & Assembly Travel, Logistics & Infrastructure Metals & Mining Retail
McKinsey Digital helps clients harness the power of data and artificial intelligence,
modernize core technology and capitalize on new technology, optimize and automate
operations, fuel digital growth, create stunning digital experiences, and build digital talent
and culture.
38K 90+ Career Path

M&A graduates of Generation years in Consulting

Partner
McKinsey partners with clients to maximize the success of their M&A activity by bringing
unrivaled transaction and integration expertise, deep industry knowledge and focus on
building institutional and executive M&A capabilities—to strengthen M&A programs long
term.
Aim
Associate Partner
Marketing & Sales Change that Matters
They help clients in branding, digital marketing, customer and shopper insights, pricing,
customer experience, sales and channel management and marketing return on investment
through meaningful growth transformations so that companies can deliver substantial value Engagement Manager
today and tomorrow.
Roles
Client Serving Internal
Operations
Consulting Technology & Digital
McKinsey’s Operations sits at the intersection of strategy, technology, and transformation
Client Capabilities Visual Graphics & Media
and connects boardroom strategies to the frontline, infusing technology where and when it
Network / Research Global Administration Associate
matters, and rapidly delivering lasting transformations enabled by capability building. Communications
Analytics
Strategy & Corporate Finance Finance
Implementation
McKinsey Strategy helps clients by building enduring value through bold strategies. Turnaround Risk & Compliance
Transformation Digital People & Human Resources
McKinsey Transformation helps clients by changing trajectories through holistic Design Legal Analyst
interventions in performance, capabilities, and health. Procurement
Real Estate, Events & Travel

Footnote- References taken from www.mckinsey.com. Hindu Consulting Group | Grad Partners Hindu Consulting
Footnote-Group
References taken from www.mckinsey.com. 15.
 Market Entry Framework
Buckets of Market
Process Entry Cases

Product Generic
Geographical
Line/Portfolio Growth
Understand Do a cost Mode Expansion
Diversification Strategy
the market/ benefit of
business Analysis Entry

Revenue Market Size Market Share Product Price

Understand the Evaluate Merger, Joint
value chain possible Future Venture,
References Independent
Entry Market/Region Product
Entry Entry

Estimate the Evaluate costs Evaluate all Post-Entry

Pre-Entry At Entry Post-Entry Pre-Entry At Introduction
Market Size involved- fixed barriers to
and variable entry
Scope Barriers Thriving in Market Sustaining Exit Barriers Thriving in Market Future
Profits Strategy
Current size & Profit Why Enter? Profits Competitor's
Competitors Barriers
Estimate the Growth % Setting up What is the Setting up the Response
Response to Exit
Competition the Supply USP? Supply Chain Price
Product Price Customer Return
Chain Market Sizing Securing the Sensitivity
& Market Share Loyality on Exit
Competition product- Cannibalizatio
Rules & Laws patenting n of other
products

1. The market entry framework is a tool to assess whether a company should enter a particular market or introduce new products in existing markets, by assessing growth opportunities, capabilities
and challenges.
2. There are three different types of market entry cases- entering a new geography, targeting a new customer segment and entering a new product or service category.

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 AUTOMOBILE INDUSTRY
7.1% US$32.84Bn 4.71 37 Mn Electric Two Wheeler Electric PV Market Share in
Share in GDP FDI Inflow (2002-22) CAGR Growth (2024-29)
Market Share in India (2021) India (2021)
Employment Generation
Ampere Others
2%
9.9%
Okinawa
23.1% Pur Energy
MG India
27%

Sector Overview 8.8%

Revolt
India enjoys a strong position in the global heavy vehicles market as it is the 3.3%
largest tractor producer, second-largest bus manufacturer, and third-largest
heavy trucks manufacturer in the world. Ather
12.1%
India’s automobile sector is split into four segments, i.e., two-wheelers, three-
wheelers, passenger vehicles and commercial vehicles, each having a few Hero Electric
Tata Motors
71%
market leaders. 35.2%

Value Chain
Key Performance Indicators
Inbound Logistics Manufacturing
Average Downtime- Since downtime Utilization Rate- It is vital for R&D (Raw Material Outbound Logistics
is costly for automotive producers, automotive companies because it (Auto Components Service
one must take special care to track allows them to see how well they are and procurement and Marketing &
downtime accurately and take actions.
& Product
using their time and labor. Product Design Warehouse Sales
Assembly)
handling)

Safety Incidents per Employee- Inventory Turns- It helps to determine

Saftey incidents help in keeping the how much time is required to sell the

Impact of Covid-19
workers safe and also help in detecting company’s inventory, for companies to
equipment malfunctions. gauge their competitive advantage.
Trends
In April 2022, Tata Motors announced plans to invest Rs. 24,000 crore Shortage of raw material and semi
(US$ 3.08 billion) in its passenger vehicle business over the next five years. conductors
In March 2022, MG Motors, owned by China's SAIC Motor Corp, Shifting of production to other
countries,
Product Type/ Revenue Generating Streams announced plans to raise US$ 350-500 million in private equity in India to
fund its future needs, including EV expansion. Liquidity crunch
In February 2022, Tata Power and Apollo Tyres Ltd announced a strategic Preference for private ownership of
Product Types- 2 wheelers, Passenger vehicles, Commercial Vehicles, 3 partnership for the establishment of 150 public charging stations across vehicles
wheelers India. Shrinkage in consumer demand due to
Two-wheeler EV maker HOP Electric Mobility, a diversified business WFH
Revenue- Automobile Sales, After Sales Service,Financing services
venture of Rays Power Infra, is looking at investing Rs. 100 crore (US$ 13.24 Starving R&D funding for advanced
million) over the next two years to expand manufacturing capacity for its technology initiatives and other
EVs. discretionary projects

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Group 36.
Purify-nomics GUESSTIMATE 6

Question: Tappable Market Size of Rs. 10 Water Purification Sachet (serves 10 Ltr. water)

Company Population (140 crores)

Accenture Rural (70%)

Urban (30%) 98 Crore
Neglecting the urban population as they have
~ 20 Crore
Statistics
other amenities to get clean water for their use
Households

Segmenting on the bases of accessibility

Using HOUSEHOLD APPROACH.

Have municipal supply No municipal supply

Rural Population = ~ 98 crore (60%) = 12 Crore (40%) = 8 Crore
Average family size = 5
Average no. of households
= 98 crore/5 Neglecting as they do Part of their requirement will
not store water and a Full Time Supply (25%) Part Time Supply (75%) be fulfilled by this supply, so
= ~20 crore Households very marginal segment 3 Crore 9 Crore we assume their remaining
amongst them will use requirement to be 10L per day
our sachet
Average consumption per
17 crore
family is assumed to be 15
litres/household/day (to fulfil
their drinking and cooking
needs) (15 L has been Middle and Lower Middle We will eliminate BPL population as
BPL population (40%)
Class (60%) = ~10 Cr. they will probably not use our product.
calculated assuming that
every person drinks 1.5-2L of
Now, Average water consumption per family (to fulfil their drinking and cooking needs)= 15 Litres/Household/Day
water and rest is used for
cooking purposes)
Therefore, 1.5 sachet will be used by every household every day. (1 sachet by households with part time municipal supply of water.)
Number of sachets used in 1 day = (1*5.3 crore) + (1.5*4.7 crore) = 12.35 crore sachets/day
Number of sachets per year = 12.35*365 = 4507.75 crore sachets/year

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Pharma Cash Cure CASE 15

Company You have been approached by the CEO of a pharmaceutical company in India. He is looking to grow the sales
of the company. How would you go about increasing the firm’s topline?

Bain & Co.

Approach/Framework Growth of Revenue

Facts
Explore Existing Explore New
Insufficient capital for M&A
transactions Businesses Businesses
3 possible foreign markets the
company can consider: Introduction of a Entering a new
Increased Volume Increased Price
Brazil: size 28 bn, high growth, low new product market
competition, medium protected IP
laws
Russia: Size 15 bn, slow growth, good Mergers and
enforcement of IP laws, relatively Acquisitions
fragmented. Clients Types of customers Facts
Poland: Size 7 bn, fierce competition,
good IP protection, high growth. Hospitals & High Margins, High
There are 2 type of customers: Large Customers
Pharmaceutical giants Growth Rate
Large & Small.

Interviewee's Notes Low Margins, High

Small Customers Small Pharmacies
Pharmaceutical player Competition
operating only in India.
Serves different customer The case highlights that there are 2 viable options to boost sales:
segments.
1. Expanding global footprint by entering the Brazil market with existing products.
Client manufacturers both
2. Improve sales by expanding volume sold to large clients. To increase sales, it is proposed to create a dedicated sales force for large players.
generic and branded
The customer oriented sales structure should result in an improved customer relations and tailored offerings for customer needs. Moreover,
cardiovascular and diabetes
the firm should invest in training of the sales force.
medicines.
And further -
Large players have higher
Use the 4C framework to obtain information that will support the analysis of the different revenue options.
profitability.
Segment current volume into type of customers to derive different options to enhance sales.

Hindu Consulting Group Footnote: Reference from IIM A Casebook 2018-19 Pg 63-64.
Knowledge Booster: Career Path Snapshots

1. Business Analyst 3. Senior Consultant 5. Principal

This level is characterised by an increased leadership At the Principle level, you serve a dual purpose. First
Business Analyst is most oftenly tasked with information
role, and/or increased specialisation. A Senior and foremost, you are responsible for the delivery of
gathering, analysis, and creation of presentations. This work is
Consultant may lead a team of Business Analysts, an entire project. Second, you will be expected to
all directly related to the final deliverable of the project, which
Junior Consultants, and even other Senior Consultants. begin selling new work for the consulting firm, by
illustrates how quickly you are given responsibility and high- building relationships with your current and
In addition, a consultant at this level would be more
impact work in consulting. At this level, you are typically less potential client.
involved in internal discussions with the consulting
involved in client relationship management and internal Pros:
team's leadership.
strategy. Own entire project, including strategy and final
Pros:
Pros: decisions
Significant leadership opportunities
Quick ownership and impact Control project budget, invoicing, and spending
More control over your work/schedule
Learn quickly from experienced experts on internal/external events
Potentially huge resume-boosting opportunities
Protected from political conflicts Cons:
Cons:
Cons: High pressure position between consulting
Face pressure from consulting and client
Little control over your schedule leadership and client leadership
managers
Little decision making power Ultimate responsibility for major project failures

2. Junior Consultant 4. Manager 6. Partner

A junior consultant will typically own a functional area. This A Manager is expected to have broad-knowledge of As a partner, you take a step out of the day-to-day
could be a single work-stream, or a set of implementation the process and strategy for effectively completing a execution of projects, and look into high-level
requirements. In this role, there is a higher level of ownership project. You will lead multiple teams, and will report to strategy. At this level, your primary focus is selling
compared with a Business Analyst. However, a Junior senior client and internal leaders. This level combines new work and retaining existing clients. It's also
Consultant still has limited oversight/leadership responsibility. elements of project management, team leadership, critical to have a network of high-performers and
Pros: client relationship management, and strategy. specialists within the consulting firm, whom you can
Ownership of a functional area Pros: recruit to staff your projects.
Greater opportunity for specialisation Significant control over your work/schedule Pros:
Significant influence on project strategy and Influence on internal firm strategy
Ability to clearly demonstrate personal impact
decisions Ownership of a portfolio of multiple projects
Cons:
Cons:
Limited leadership responsibility Cons:
Work and progress are more ambiguous
More prone to long-hours vs. Business Analysts Often responsible for explaining issues to the client
Heavy focus on sales and promotion
Responsible for resolving interpersonal/team issues

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Hindu Consulting Group | Grad Partners
Group 107.
 All the best!
Happy Learning!!