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![Questions to avoid
→DO NOT ask questions you already know the answer to.
→DO NOT ask questions simply to showcase your intelligence.
→DO NOT ask questions that show a lack of research.
Example: “What does your company do?” - This gives the impression you haven’t prepared.
→DO NOT ask personal or confidential questions.
Example: “Can you tell me how much you earn or how often you get promoted?” - These questions are inappropriate.
→DO NOT ask questions that sound transactional.
Example: “How quickly can I move to a higher-paying role?”
Questions worth asking
→ Ask about things you genuinely want to know, what it’s like to work there, how people grow, and what makes the company culture unique.
→ Try to understand the company’s long-term vision and how your role might align with it.
“How does this role contribute to the company’s broader goals or long-term vision?”
→You are always safe asking about the recruiter’s personal experience (since you would never find that on the website or anywhere else!).
Example: “Can you tell me about some of the projects you’ve worked on?”
“What do you enjoy most about working at [Company Name]?”
Clarify the
Problem
Structure the
Problem
Priorotise
and dive
deeper
Analyze data
and insights
Synthesize
and
Conclude
Recommend
and Defend
Think Goal
What does the client
want?
Think Focus
Which areas are the
most critical ?
Think Patterns
What does the data
reveal ?
Think Clarity
What are the key
takeaways ?
Think Impact
What’s my answer and
can I support it?
Think Framework
“How can I break it
down logically?”
6](https://image.slidesharecdn.com/lsrcasebook2024-25-250814165911-7b627cd0/75/LSR-CASEBOOK-2024-25-pdf-very-nice-casbook-6-2048.jpg)
![[MET] Consulting Recruiting 101](https://cdn.slidesharecdn.com/ss_thumbnails/metconsultingrecruitment101-220128202253-thumbnail.jpg?width=640&height=640&fit=bounds)
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LSR CASEBOOK 2024-25.pdf. very nice casbook
- 1. LADY SHRI RAMCOLLEGE FOR WOMEN THE PLACEMENT CELL 1ST EDITION BY ALUMNI OF LADY SHRI RAM COLLEGE PRESENTS
- 2. Welcome to thefirst edition of Lady Shri Ram College Consulting Casebook! This casebook represents hundreds of hours of collective experience, dozens of interviews with recent graduates, and the generous knowledge-sharing from LSR's extensive alumni network at the world's top consulting firms. Our goal was simple: create the resource we desperately needed when we started our preparation journey. As final-year students at LSR, we've just emerged from placement season with offers from firms like McKinsey, Bain, BCG, and other leading consultancies. LSR has long held the distinction of having one of the best undergraduate placements, and the highest in Delhi university. Our alumni occupy impressive positions across the consulting world, from Associates to Partners. This casebook is made using that strong network of Alumni Inside, you'll find authentic interview transcripts shared by recent graduates, detailed breakdowns of case frameworks tailored for undergraduate interviews, and practical advice on how to stand out as a candidate without years of work experience. What makes this resource different is its specificity, we have added a new section of social cases that companies asks and have also incuded other strategy questions. The Placement Cell has enthusiastically worked on this initiative, recognizing its potential to strengthen our already impressive consulting recruitment statistics. This book is openly accessible to everyone. Best of luck with your preparation—we can't wait to see where you'll go next! 2
- 3. THE AUTHORS Diya Bhandari Associate,BCG Senior Co-ordinator Vishwa Ambaliya BD Manager, Cleanmax Energy Research & Training Head Sauradeepa Raha Research & Training Assistant Coordinator THE CO-AUTHORS 3 Isha Choudhary Sana Gupta Arushi Goel Ridhima Asija Muskan Rajput Mansi Sharma Kyra Kashyap Khushi Garg SPECIAL MENTIONS: Dhwani Makhija, Mehak Gupta, Unnati Hirwani, Aarti Rajput, Malavika Anand, Sara Gupta, Sheen Madan, Surbhi Jha, Gulpreet Kaur, Divanshi Gupta
- 4. Creating this firstconsulting casebook has been a journey of collaboration, persistence, and discovery. This resource exists today because numerous individuals believed in our vision of democratizing access to consulting preparation materials specifically designed for undergraduate students. First and foremost, we're immensely grateful to the extraordinary alumni network who generously shared their time and experiences despite demanding work schedules. Our deepest appreciation to: Abhinav Singh, Aditi Das (Accenture), Aditi Maheshwari (BCG), Aiman Fatma (Praxis), Amanpreet Kaur (LEK), Ananya Rath (BCG), Anshika Jain (McKinsey), Archita Deshmukh (Dalberg), Ashmeet Kaur (McKinsey), Ayushi Agarwal, Celina Srivastav (Accenture), Cherry Nangia (BCG), Dharmin Shah (BCG), Shreya Kothari, Ayushi Agrawal (Kepler Canon), Gitan Chopra, Gunika Kakkar (McKinsey), Ishita Aggarwal (Kepler Canon), Jannat Dutta, Khushi Bhagel (Accenture), Khushi Vadhera (Accenture), Kriti Mittal (Bain & Company), Krrish Kohli (BCG), Mitika Singla (ZS), Muskan Mundra (BCG), Nandini Gupta (ZS Associates), Nehal Baveja, Om Singhal (ZS Associates), Omisha Vaish (BCG), Palak (ZS Associates), Paavni Dewan (Kepler Cannon), Pallavi Mundhra, Paridhi Gupta (BCG), Pratham Shah (BCG), Prithaa (Deloitte), Rashee Babbar (McKinsey), Rishabh Aggarwal (BCG), Ruhani Bakhru (McKinsey), Ruhani Taneja (Redseer), Sanskriti Pattnaik (FTI Consulting), Shravani Indurkar (McKinsey), Shoumik Das (McKinsey), Shreya Mahajan, Suhani Agarwal (McKinsey), Tanay Banerjee (McKinsey), Varnit Pandey (Nation with Namo), Yojna Madan, and Yuvika Agarwal (ICF Consultants), Priyal Vishal (Blackstone), Vidhi Chaudhary, Meemansa Singh (Meesho), Tanisha Bhatia (Meesho), Sanchita Swami (Everest Group), Aditi Rawat (Houlihan Lokey), This project would have remained merely an idea without the dedication of our core team. From transcribing interviews to designing frameworks, from editing content to managing logistics—their collective effort transformed scattered insights into a coherent resource. Our sincere thanks to: Aarti Rajput, Aisha, Aneesha Malu, Anjali Singh, Anurupa Saha, Apurva Dutta, Arushi Goel, Bhavya Aggarwal, Brinda Thamman, Dhwani Makhija, Divanshi Gupta, Divyanshi Singh, Esha Gupta, Gulpreet Kaur, Gunjan Arora, Hanshika Maheswari, Isha Choudhary, Janisha Hindocha, Janvi Kothari, J. Durga Shree, Khushi Garg, Kripa Bhatia, Kyra Kashyap, Malvika Anand, Manreet Kaur, Mansi Sharma, Mehak Gupta, Mishka Narang, Muskan Rajput, Nandita Nair, Nitya Jain, Priyanshi Gupta, Rashi Yadav, Ridhima, Richa Kumari, Sana Gupta, Sansstuti Aggarwal, Sara Gupta, Shambhavi Gupta, Sheen Madan, Surbhi Jha, Surbhi Jha, Tanisha Sharma, Unnati Hirwani, and Unnati Bhardwaj. We're particularly grateful to our faculty advisors who supported this student-led initiative, providing critical guidance while allowing us the autonomy to create something truly by students, for students. Our Principal- Dr. Kanika Ahuja, Mr. T. Kannan (Convener), Dr. Renu Kaul (Co-Convener), Dr. Shrawan Kumar Pandey, Dr. Shama Major, Dr. Shiksha Deepak, Mr. Rajeev Yadav, Ms. Vimanshi Solanki, and Dr. Aakansha Sethi. 4
- 5. This casebook isdesigned to help you prepare effectively for case interviews. It includes a range of cases, each accompanied by useful tools and tips to guide your practice. To get the best out of it, we recommend the following approach: Form a Case Group Try forming a small group with your peers and solve the cases in pairs with each other where one person can play the role of an interviewer and the other as the interviewee to frame a real case interview environment. Other members of the group can observe the process, take notes, and contribute during the discussion that follows. To find the alternate approaches and better structures, compare the interviewee’s approach with the solution provided in the book, once the case is solved. Solve On The Spot! We do have the tendency to read the cases rather than solving them on our own first. However, it takes away from the learning experience we get while solving them, right after reading the problem statement. Case interviews let us think constructively, on our feet. By attempting the case live, we learn more than ever by making mistakes and improving with discussion. A good learning environment is one where feedback flows freely. Encourage honest and constructive feedback in your case group. Be open to hearing what you could improve on and give thoughtful feedback to others. If you're ever unsure, don’t hesitate to reach out to seniors or mentors who’ve gone through the process before. Frameworks- staring point The frameworks given in the casebook are used to bring structures to your solutions but you don’t have to be restricted to them, you are not forced to fit into them to build your solution. You will have your own approaches. Who knows when your adaptability and your own approaches help you stand out during the interview. Case Tools Each case in this book comes with a set of tools: Clarifying Questions: A list of must-ask questions before jumping into the case. These help you scope the problem correctly. You’ll find that similar cases often share a few of these—but always try to tailor them to the specific case at hand. Brownie Points: These are small but sharp observations or facts that not everyone will think of. Dropping one or two of these during your interview shows presence of mind, awareness of the world, and creativity. They’re not essential, but they definitely help you stand out. 5
- 6. Questions to avoid →DONOT ask questions you already know the answer to. →DO NOT ask questions simply to showcase your intelligence. →DO NOT ask questions that show a lack of research. Example: “What does your company do?” - This gives the impression you haven’t prepared. →DO NOT ask personal or confidential questions. Example: “Can you tell me how much you earn or how often you get promoted?” - These questions are inappropriate. →DO NOT ask questions that sound transactional. Example: “How quickly can I move to a higher-paying role?” Questions worth asking → Ask about things you genuinely want to know, what it’s like to work there, how people grow, and what makes the company culture unique. → Try to understand the company’s long-term vision and how your role might align with it. “How does this role contribute to the company’s broader goals or long-term vision?” →You are always safe asking about the recruiter’s personal experience (since you would never find that on the website or anywhere else!). Example: “Can you tell me about some of the projects you’ve worked on?” “What do you enjoy most about working at [Company Name]?” Clarify the Problem Structure the Problem Priorotise and dive deeper Analyze data and insights Synthesize and Conclude Recommend and Defend Think Goal What does the client want? Think Focus Which areas are the most critical ? Think Patterns What does the data reveal ? Think Clarity What are the key takeaways ? Think Impact What’s my answer and can I support it? Think Framework “How can I break it down logically?” 6
- 7. Before the Interview Duringthe Interview After the Interview - Review the case thoroughly 2–3 times. - Get comfortable with all key figures and data points. - Decide on your case role (e.g., hurried partner or passive client). - Plan for irrelevant or tricky queries (e.g., provide dummy data or explain why the data isn’t available). - Stay within a 25-minute timeframe – avoid overextending the session. - Have “curveball” questions ready to challenge varied thinking styles. - Don’t just assess problem-solving – evaluate: → Communication: Are they client- ready? → Skill: Can they perform the tasks? → Motivation: Do they seem genuinely engaged? - Offer clear, constructive feedback – this is essential. - Share honest input on both strengths and areas to grow. - Without real feedback, candidates can’t improve effectively. KEY ACTIONS AND TIPS STAGE Be Precise with the Problem-"Declining" vs. "flat" profits lead to entirely different analyses. Nail the problem definition — vague terms lead to vague solutions. Use structures as starting points, not rigid templates. Tailor your approach to the business context — real-world problems don’t fit textbook moulds. Great candidates use structure to stay sharp, but know when to flex. Over-structuring can blind you to what actually matters. Clean, visual notes help you track data, think clearly, and pivot fast when new information comes in. If you hit a wall, don’t freeze. Talk through your logic, state your assumptions, and show how you problem-solve under pressure. Interviewers aren’t grading your memory — they’re testing your business sense. Be logical, transparent, and grounded in the client’s reality. TABLE: stages along with the key actions and tips for the interview 7
- 8.
- 9. MUTUALLY EXCLUSIVE COLLECTIVELY EXHAUSATIVE Idea1 Idea 2 Not Exclusive Idea 1 Idea 2 Exclusive Not Exhaustive Exhaustive Avoids duplication of buckets Avoids the risk of missing something Understand the problem clearly Segment into Broad Categories Sub-divide each category Cross-Check for MECE- ness Prioritize & Hypothesize The MECE principle (Mutually Exclusive, Collectively Exhaustive) helps structure information logically where categories don't overlap and nothing is missing. It's a core concept in consulting that ensures comprehensive analysis without double-counting. Mutually Exclusive means each element belongs to only one category, while Collectively Exhaustive ensures all possibilities are covered. When applied correctly, MECE frameworks create clean, thorough problem-solving approaches that consultants rely on for structured thinking. MECE Thinking Framework 9
- 10. Using a FiveForces analysis, companies can get a clearer picture of how attractive an industry really is. The Five Forces of Porter helps answer questions like: How tough is the competition? Could new players easily enter the market? Do suppliers or customers have too much power? Are there products out there that could replace ours? 1. Bargaining Power of Buyers Buyers can demand better prices or more value when they are few in number, purchase in large volumes. 2. Bargaining Power of Suppliers Suppliers have more power when they are few in number, offer unique or high- demand inputs. 3. Threat of New Entrants Barriers to entry like economies of scale, brand loyalty, and regulation help protect existing players. 4. Threat of Substitute Products or Services Substitutes pose a threat when they offer better price-to-performance ratios or when customers can easily switch to them. 5. Rivalry Among Existing Competitors Rivalry intensifies when many firms compete for the same customers with similar offerings. Bargaining Power of Buyers Rivalry among existing competitors Bargaining Power of Buyers Threat of New Entrants Threat of Substitute products or services FIGURE: Five forces of Porter 10
- 11. What is the4P Framework? The 4Ps of Marketing, also called the Marketing Mix, is a foundational framework for designing an effective marketing strategy. It focuses on four key elements that a business can control to influence customer demand. The 4Ps are: Product – What you sell Price – How much you charge Place – Where you sell Promotion – How you communicate value 4P = Tactical Execution Clarity While frameworks like SWOT or Ansoff look at what and why, the 4Ps help decide how to bring a product to market successfully. The 4Ps help businesses align their offerings with customer needs, set competitive prices, choose the right distribution channels, and craft effective promotions. This clarity ensures smarter decisions and quicker adjustments in a dynamic market. PRODUCT : Features & product interaction PLACE : Location & Distribution PROMOTION : Marketing Channels & Strategy PRICE : Price Strategy & Profit Margin FIGURE: Marketing Mix 11
- 12. The 3C frameworkfocuses on three core elements: Company, Customer, and Competitor. It helps answer: What are we good at? Who are we serving? Who are we up against? 1. Company- This refers to the internal capabilities, resources, and strengths of a business. It’s about understanding what makes the organization unique, that is mission, culture, products, value proposition, and operational efficiencies. 2. Customer- Understanding the customer is key to creating value. This includes studying their needs, behaviors, preferences, pain points, and what drives their purchasing decisions. 3. Competitor- it helps identify industry trends, market gaps, and strategic opportunities. It’s not just about knowing who your rivals are, but also understanding their strengths, weaknesses, and moves. By balancing these three elements, companies can build strategies that are both customer-driven and competitively sound, while leveraging their internal strengths effectively. CUSTOMER COMPETITION COMPANY FIGURE: The 3C Framework 12
- 13. INDUSTRY DIFFICULTY NAME COMPANY S.NO.FREQUENCY PAGE NO. A PROFITABILITY (Framework) Aviation Fast Track McKinsey and Co. 1 HIGH 23 18 FMCG Beer Blunder Kepler Cannon 2 MEDIUM 26 Pharma Hot Mess BCG 3 LOW 29 Entertainment McKinsey and Co. 4 HIGH 33 Construction Tile-Tanic LEK Consulting 5 MEDIUM 36 Pharma Checkmate ZS Associates 6 - 40 Electronics Tech-nicalities McKinsey and Co. 7 MEDIUM 43 Retail Houseful, No Return Bain & Company 8 LOW 47 Flopcorn B MARKET ENTRY (Framework) Retail Loo-sing or Winning McKinsey and Co. 1 - 54 Telecom Who’s There? BCG 2 MEDIUM 59 FMCG On the Rocks LEK Consulting 3 MEDIUM 64 E-Commerce Accenture 4 MEDIUM 68 Bed & Bath 52 13
- 14. INDUSTRY DIFFICULTY NAME COMPANY S.NO.FREQUENCY PAGE NO. Food Full Plate Accenture 5 HIGH 73 Mining Digging for Gold Kepler Cannon 6 MEDIUM 77 C MARKET GROWTH (Framework) Space The Flight Plan McKinsey and Co. 1 MEDIUM 87 Telecom Call Me Maybe McKinsey and Co. 2 MEDIUM 90 E-Commerce Bain & Company 3 HIGH 94 Game of Karts 84 D PRICING (Framework) Farming Cowculator McKinsey and Co. 1 MEDIUM 101 App AI, Ay, Captain Kearney 2 LOW 105 Entertainment Batcoin BCG 3 HIGH 110 Healthcare BCG 4 MEDIUM 114 LifeTax 98 OTT/Entertainment Kitchen Playbook McKinsey and Co. 7 HIGH 80 14
- 15. INDUSTRY DIFFICULTY NAME COMPANY S.NO.FREQUENCY PAGE NO. E UNCONVENTIONAL (Framework) Finance Loan Rush BCG 1 HIGH 123 113 Retail Grocery Dilemma Kearney 2 HIGH 127 Sports Dominate Praxis 3 LOW 130 Finance McKinsey and Co. 4 LOW 133 Retail Oil and Gas McKinsey and Co. 6 MEDIUM 140 Silicon Valley Retail Espresso Kearney 5 LOW 137 Finance ATM 2.0 McKinsey and Co. 8 LOW 147 Tourism App-solutely Lost FTI Consulting 9 LOW 152 Food Aged Like Fine Wine FTI Consulting 7 HIGH 144 F SOCIAL CASES (Framework) Energy Watt Now? Samagra 1 HIGH 163 Social Issue It Ends With Us Nation with Namo 2 MEDIUM 166 160 Land Urban Ease McKinsey and Co. 10 HIGH 155 15
- 16. INDUSTRY DIFFICULTY NAME COMPANY S.NO.FREQUENCY PAGE NO. Economy Dalberg 4 HIGH 173 SkillUp Economy MSMEs Dalberg 5 LOW 177 Healthcare Bihar Files Samagra 6 HIGH 180 Agriculture HayDay Dalberg 3 MEDIUM 169 16 G STRATEGY QUESTIONS 183
- 17.
- 18. PRELIMINARY QUESTIONS PROFITS REVENUE COSTS VARIABLECOSTS HIDDEN COSTS FIXED COSTS Land Building Machinery Fixed Salaries Logistics and Distribution No.of Units Cost/Unit Raw Materials Processing Packaging Storage Marketing Sales Promotion After Sales High Employee Turnover Currency Fluctuations Customer Acquisition Costs Extreme Personalisation Incentive Manegement 1. Financial Performance What is the quantum of profits or losses? How has the profitability trend been over recent quarters or years? Is there a specific time period within which this issue needs to be resolved? 2. Company- What products or services does the company offer? Which geographies does it operate in? What are the specific products in its portfolio? What does the product mix look like? Has it changed over time? What are the company’s main revenue streams? 3. Industry Context Is the problem company-specific or industry-wide? Who are the main competitors? What is the company’s unique value proposition or differentiator? 4. Market and Customer Segmentation How is the customer segmentation defined (by region, income, behavior, etc.) 18
- 19. For cost-related issuesit helps to draw a process map or break costs into fixed and variable components. Costs = Number of units × Average Cost per unit Cost per unit = Fixed Cost + Variable Cost (industry-dependent). Fixed Costs (doesn’t change with output): Land, buildings, machinery & equipment, fixed salaries, furniture, warehouses, fixed charges, utilities, logistics and distribution. Variable Costs (changes with output): Raw materials, transportation, processing, packaging, storage, distribution, marketing, sales promotion and after-sales. Hidden costs: It refers to indirect, non-obvious, or overlooked expenses that do not typically appear under standard fixed or variable cost categorizations but significantly impact a company’s profitability. These costs often arise from inefficiencies, poor resource utilization, quality issues, human capital challenges, or external operational factors. COSTS DEMAND AND SUPPLY We break down revenue using a mathematical formula : Revenue= Average Price* Quantity If quantity sold has changed, we identify whether the problem lies in the demand side or supply side which will help in structuring the case. Clarifying questions- 1.Have there been any noticeable changes in the target customer base or purchasing behavior? 2.Are there any new entrants in the market?/ Has pricing or products changed relative to competitors? 3.Has there been any change in product categories offered by us or our competitors? 4.Are orders getting delayed or cancelled, a major supply side delivery issue? 5.Are we operating at full manufacturing and delivery capacity or is there any anomaly prevailing in any of these that might affect the overall profits? For demand side issue- we recommend focusing on customer side and for supply side issue- focus on internal operations. 19
- 20. REVENUE (No. ofUnits) DEMAND SUPPLY OPERATION AND LOGISTICS DISTRIBUTION PRODUCTION AND PROCUREMENT Production Capacity Utilization Rate Defect Rate Efficiency Capacity Bottlenecks Vendor Selection and Lead Time Automation Level Production Cost per Unit Cycle Time Omnichannel Lead Time to Delivery Customer Experience Direct and Indirect Return and Repair Production Rate CUSTOMER MARKET/ENVIRONMENT Need Awareness Affordability Experience Perception Product Fit Accessibility Incentives Network Effect Macroeconomic 20
- 21. Supplier Relationship Cost of Raw Material SupplyChain Stability VALUE CHAIN ANALYSIS Research and Development Procurement of Raw Material Manufacturing& Packaging Warehousing Distribution Sales and Marketing After Sales Services Technology Intellectual Property Market Research Cost of Production Production Efficiency Quality Control Packaging Inventory Management Storage Facilities Logistics Efficiency Transportation Distribution Channels Order Fulfillment Capacity Branding Promotional Activities Market Segmentation Warranty and Repair Product Upgrade Customer Service 21
- 22. Your client isIndira Gandhi International Airport and the duty free shops on the Airport are facing a decline in revenue. Analyse the cause of this decline and recommend solutions for the same. Alright ma'am. I will take a minute to analyse before I ask the preliminary questions. So I have a few questions before I begin. 1.Are all the duty free shops across all the terminals facing a decline or is it for a specific terminal or specific store like Food outlets or clothing brands etc? 2.If it’s a fall across all stores, is the decline constant and do we have any quantifiers for the decline? 3.Are the similar stores at the other airports also facing a decline or is it just IGIA? 4.Since how long has the decline been observed and have we taken any measures so far? So all the duty free shops across all terminals are facing a decline and the rate is somewhat constant for all. Though we don't have any quantifiers, it has been since the last 5 months and it's specific to IGIA. Alright. So will it be a fair approach to analyse the customer value chain from entering those shops to exiting? Could you think of some other approach? Alright. Since the decline is constant across all stores, is it fair to assume that it’s not a store specific issue rather something related to the airport? Moreover, are the stores located outside the airport - near the entry and exit gates is also facing an issue? Yes, it’s fair to assume that the problem is pertaining to the airport and not something store specific. No, the decline is for duty free stores after the check-in gates. You can go ahead with the case now. Sure ma'am. I would like to analyse the issue as- 1.Rules and regulations changes restricting the supply of goods to the stores 2.Infrastructural changes with respect to shops- relocation of stores or some other changes not allowing easy mobility 3.Increase in rentals reducing overall revenues 4.Change in airport staff- rude staff now ROUND BUDDY CASE TYPE PROFITABILITY INDUSTRY AVIATION COMPANY MCKINSEY & CO FREQUENCY HIGH EASY 22
- 23. 5. Change intimings- people now can check-in later than earlier not leaving them with much time to visit the stores 6. Overall issues with flights- lesser flights hence overall lesser passengers in the last 5 months Right, there have been some infrastructural changes at the airport in the past 5 months. Alright. To analyse it further, 1.The shops are relocated 2.The entry and exit gates are changed 3.The waiting areas are relocated far from those shops Could you think of some other approach which is making the mobility even faster and accommodating even more passengers at the airport. Alright. Since more people are accommodated and their mobility is increased, there could be installation of more lifts and elevators or more check-in gates or some automation at the check-in gates. Could you think of something beyond the lifts and elevators on similar lines?? I recently visited the airports & there are travelators at certain places which is mostly used by elderly & business people to reach boarding gates as sooner. Yes, you have identified it well. In the last few months nearly 10-12 walk elevators are installed which make the passengers reach the boarding gates directly from the check in gates and hence they cannot enter those shops. Could you now think of the recommendations? Sure, but before that could you tell me if there has been some action taken so far or we have to start from ground 0? No actions taken so far. Okay, so i would like to give recommendations on the basis of long term and short term. For a long term perspective, we can give nodes at the sides of the walkalators allowing people to leave and explore the duty free shops. Moreover, there can be some walking distance between two walkalators. For a short term perspective, we can spread some awareness about walking and not relying on lifts and walkalators. Moreover, the duty free shops can give some discounts or advertise their products extensively at the airport. 23
- 24. PROFITS COST Store Specific REVENUE Airport Specific Rental Costs Numberof Flights Regulatory Changes Infrastructural Changes New Check-in Rules More Checking Gates Travelators Lifts Elevators PRELIMINARY QUESTIONS BROWNIE POINTS 1.Stores located before or after the security check? 2.Any change in airport layout or passenger movement ? 3.Any changes in airline partnerships or flight frequencies? 4.Any change in the type or nationality of passengers (e.g. domestic vs international ratio)? 5.Is the average dwell time of passengers in the terminal area reducing? 1.Passengers may prioritize early gate arrival due to increased automation. 2.Travelators enhance movement but bypass key commercial areas. 3.Pilot A/B testing for signage and travelator placement. 4.Partner with airlines to advertise duty-free products during boarding. 5.Install digital screens on travelators to engage passengers before stores. 24
- 25. You’re a consultantanalyzing profitability issues at a beer manufacturing company. The client suspects there’s a defect in the supply chain. How would you go about it? Before diving in, I’d like to ask clarifying questions. When you say profitability is declining, is it because of rising costs, falling revenue, or both? Good question—it’s primarily a cost issue. Revenues are stable, but margins are thinning. Got it. And is this a recent change or a longer-term trend? Are the problems concentrated in a particular product line or geography? The issues started showing up around two quarters ago—so fairly recent. The issue appears across the board—multiple product lines and regions. Alright. And lastly—any recent operational changes? New suppliers, tech upgrades, process revamps? Nothing major. The operations team says nothing has changed, which is why they think it’s a supply chain defect. Makes sense. In that case, I’d break down the supply chain into key components: Raw material sourcing--Brewing--Packaging--Warehousing--Distribution--Retail delivery I’d run a diagnostic at each step to check for inefficiencies or defects. Sounds good. What sort of problems would you look for at each stage? Okay, Starting with sourcing—maybe delays, quality issues, or price volatility in inputs like hops, malt, or packaging material. In brewing, process inefficiencies—maybe machinery downtime or underutilization. Packaging could be a big one—damaged cans or incorrect labeling might lead to wastage or recalls. At the warehousing stage, poor inventory practices could cause overstocking or stockouts. Distribution might suffer from bad routing or rising fuel costs. Finally, retail—delays or quality issues might affect shelf availability and returns. Let’s say the main issue is packaging defects. What would you look into first? ROUND BUDDY CASE TYPE PROFITABILITY INDUSTRY FMCG COMPANY KEPLER CANNON FREQUENCY MEDIUM EASY 25
- 26. First, the rootcause. Is it machinery, materials, or human error? The team’s unsure—but they suspect the problem lies in the machinery. Then I’d check if the machines are outdated, poorly calibrated, or improperly maintained. Any data on defect rates by batch? Yes. Some batches have a 10–12% defect rate—mostly dents and leakages. That’s significant. I’d recommend inspecting machines for wear and tear and comparing defect rates by shift—could also be an operator issue. Also, are these defects detected during in-house QA or at the retail stage? Mostly at the warehouse—some even post-dispatch. Then quality checks need tightening—maybe add a final inspection step or automate fault detection. Also, is there supplier variability in the cans? Yes, we use two vendors. One is cheaper but has slightly inconsistent quality. That could be it. Switching fully to the more reliable vendor may raise costs short-term, but reduce wastage in the long run. Worth modeling that out. Fair. How would you estimate the financial impact of fixing the defect? I'd start with current loss—cost of damaged packaging, labour for rework, product returns & lost sales. Then compare that to the investment needed—new equipment, staff training, vendor switch. Finally, I’d calculate the potential upside from fewer losses, smoother operations & brand trust recovery. Makes sense. How would you prevent the issue from recurring? I would do three things: 1. Install real-time monitoring for packaging machines 2. Audit vendors more regularly 3. Build early-warning systems using defect rate trends. Also, rolling out a pilot in one plant first before scaling could help catch any blind spots. Alright, that wraps up the case. 26
- 27. PROFITS Raw Material Sourcing COST REVENUE Operational Expenses Shrinkage Losses Marketing Inventory and Procurement Researchand Development Costs Brewing Supply Chain &Distribution Warehousing Distribution Retail Delay Machinery Human Error Materials Packaging Wear and Tear Poor Quality Checks Low Quality Vendor PRILIMINARY QUESTIONS PRELIMINARY QUESTIONS BROWNIE POINTS 1.Is the drop in profitability due to rising costs, falling revenues, or both? 2.Is this a recent change or has it been happening over the long term? 3.Are certain product lines or geographies more affected than others? 4.Have there been any recent changes in suppliers, processes, or equipment? 1.Recommended a pilot rollout in one plant, demonstrating risk awareness and implementation maturity. 2.Proposed shift-wise defect rate analysis to distinguish operator vs. machine issues. 3.Highlighted defect detection timing (warehouse vs. post-dispatch) to address quality control gaps. 4.Inquired about supplier variability, reflecting awareness of external operational factors. 27
- 28. A leading pharmaceuticalcompany in India is experiencing a decline in revenue despite steady demand from its primary market, the US. Findings suggest frequent product recalls are causing financial losses. How would you approach this case? Before diving into solutions, I'd like to clarify the business model and the nature of the issue. Could you share more details about the company’s operations and product focus? The company specializes in generic medications, primarily exporting to the US, it also operates in markets like Africa & Southeast Asia. Have those other markets also experienced revenue decline, or is the issue concentrated in the US? The revenue decline is primarily in the US market. Given that demand is steady, the revenue decline must be driven by supply-side challenges. Have there been any recent regulatory changes or competitive pressures affecting sales? The FDA has tightened compliance standards competition from other low-cost manufacturers has increased. However, since demand remains steady, the key issue appears to be product recalls. Understood. To diagnose this further, I’d like to analyze the product journey step by step. At which stage are recalls happening—manufacturing, packaging, transportation, or post-delivery in the US? The recalls occur after delivery in the US, but the root cause could originate at an earlier stage. That suggests the issue might lie within the supply chain. Let’s systematically check each stage: Manufacturing & Packaging: Are there any quality control lapses in India? Transportation & Storage: Could logistical inefficiencies be impacting product integrity? Distribution in the US: Is there an issue with warehousing or regulatory compliance? Let’s begin with the manufacturing stage. Are there any lapses in quality control, deviations from good manufacturing practices, or any compliance flags raised by Indian or US regulators? The company follows strict manufacturing protocols, and audits haven’t flagged major issues at the manufacturing or packaging units in India. ROUND MANAGER CASE TYPE PROFITABILITY INDUSTRY PHARMA COMPANY BCG FREQUENCY LOW MODERATE 28
- 29. That’s reassuring. Thenwe can likely rule out defects originating from the production floor. Let’s move downstream. Can you walk me through the logistics path from India to the US? Sure. After production, the drugs are shipped to the US via Dubai, where they are held temporarily in a third-party warehouse before continuing to the US. Interesting. Are the medications temperature-sensitive? Many generics can degrade if exposed to fluctuating or uncontrolled temperatures. Yes, many of the medications are temperature-sensitive and require strict cold-chain maintenance. That could be significant. Is there any evidence of temperature deviations or mishandling during the Dubai layover? Yes. Internal investigations recently found that temperature controls in the Dubai warehouse were inconsistent. Some batches were exposed to higher-than-approved storage temperatures. That’s a critical insight. In temperature-sensitive pharmaceuticals, even minor deviations can compromise product integrity, potentially triggering recalls once the product reaches pharmacies or hospitals in the US. This aligns with the observed pattern—no issues during production, but recalls post-delivery, stemming from compromised product quality due to inefficient transit practices. Do you track temperature logs across the journey? We do, but the current system is manual, and discrepancies are often caught too late. Thank you. Based on this discussion, the root cause appears to be a supply chain vulnerability, specifically: 1. Uncontrolled storage conditions at the Dubai transit point 2. Lack of real-time temperature monitoring 3. Reactive—not proactive—quality control mechanisms Yes, really good breakdown of causes. Now what solutions do you suggest for this? Given this insight, we should focus on optimizing the supply chain. Potential solutions include: Partnering with a Tier-1 logistics provider that ensures temperature-controlled facilities at every transit point. Direct shipping routes to bypass high-risk transit points like Dubai. 29
- 30. Implementing IoT-enabled temperaturetracking to detect fluctuations in real time. Renegotiating SLAs with logistics partners to enforce stricter compliance on handling and storage. Conducting third-party audits to ensure adherence to good distribution practices. That makes sense. Can you summarize the key takeaways from this discussion? Absolutely. The revenue decline is primarily driven by supply chain inefficiencies, specifically temperature inconsistencies during transit via Dubai. 1.The revenue drop is not due to demand, but rather frequent recalls caused by product degradation during transit through Dubai. 2.The root issue is inconsistent temperature control, especially in storage. 3.Fixing the logistics—either by improving cold storage, adding tracking, or changing routes/providers—can help reduce recalls, protect revenue, and rebuild customer trust. 4.A few short-term tests and stricter contracts will help support the long-term changes. Excellent. That was a structured and comprehensive approach. Well done! 30
- 31. PROFITS COST REVENUE Demand Supply Product Quality Issues Regulatory Changes Increased Competition Manufacturing Transportation andLogistics Inventory Issues and Stockouts Packaging Shipping Warehousing Poor Stock Management Ineffective Temperature Controls Security Issues Improper Handling and Stacking Uncontrolled Storage at Dubai Transit Lack of Real Time Temperature Monitoring Reactive not Proactive Temperature Control Monitoring (In this case, product recalls) PRELIMINARY QUESTIONS BROWNIE POINTS 1.Root cause framing 2.Stepwise Framework Creation 3.Insight on Product Integrity 4.Evidence-Based Diagnosis 5.Strategic, Actionable Solutions 1.Could you share more details about the company’s operations and product focus? 2.Have those other markets also experienced revenue decline, or is it only in the US? 3.Are there any recent regulatory changes or competitive pressures affecting sales? 4.At which stage are recalls happening? 5. Are the medications temperature- sensitive? 31
- 32. Your client isa theatre owner. It has been experiencing a decline in profits and wants you to analyse why? Thank you for the case statement. I would like to ask some clarifying questions, since when has the client been seeing decline in its profits? Do we have the magnitude of decline? Additionally, is it only the client’s theatre which has seen the decline in profits or other theatres in the area have also seen a decline? The client has been seeing decline in profits for the past 6 months, assume it to be 30%, though the exact number doesn’t matter and the issue is specific to our client only. Got it. The decline in profits could be due to increase in costs or decrease in revenue or a combination of the both. Do we have an idea which side the problem lies? The revenues have declined significantly, while the costs have remained the same. Since, revenues have seen a major decline, I’d like to analyse different revenue streams of the theatre. From what I can recall ticket sales, food & beverages and advertisement revenue are primary sources of revenue. Do we know if the drop is specific to these streams? Hmm, the footfall hasn’t declined and ad revenue is unchanged. Got it, so would it be fair to assume fall in revenue is driven by food & beverages or are there any additional sources of revenue that I missed? Yes, go ahead with analysing F&B segment. Okay, so revenues are a function of 2 things: i) the number of orders we have ii) the average order value. I would like to delve deeper into these 2 parameters and understand where the issue lies. Does this sound like a fair approach? Yes, it does. Go ahead. Sure. Based on my initial analysis of the revenue. I wanted to examine the number of orders first. However, since ticket sales have remained stable, this suggests either: i) Fewer moviegoers are buying food (conversion rate decline), or ii) Those who buy are spending less (lower average spend). Do we have data to validate these assumptions? ROUND PARTNER CASE TYPE PROFITABILITY INDUSTRY ENTERTAINMENT COMPANY MCKINSEY & CO FREQUENCY HIGH MODERATE 32
- 33. Great inference! Therehas been a drop in conversion rate. Why do you think we have been converting fewer customers than we had intended to? The conversion rate decline could stem from internal or external factors. Internally, we might have: 1) product issues (quality/variety), 2) price hike, 3) operational delays (long wait times), (4) poor customer perception. Externally, potential drivers include: 1) shifting consumer preferences (e.g., health-conscious choices reducing snack demand) 2) increased competition offering better alternatives. Just to clarify- prices and product offerings haven’t changed, and we offer online ordering with on-seat delivery to minimize wait times. Yet, conversion rates are still down. Where would you look next to pinpoint the issue? I believe consumer preferences haven’t shifted significantly, as competitors aren’t experiencing a similar decline, and footfall has remained stable. This suggests that customers aren’t choosing competitors over us, they’re simply opting not to buy food at all. Given this, we can likely rule out external factors. I’d like to explore consumer perception further. Should I move ahead with this approach? Yes, what factors would you consider to analyse customer perception? Since external factors are ruled out. To understand customer perception I’d i) Analyze reviews: Look for spikes in negative feedback. ii) Check social media: Search for viral posts or trends. iii) Conduct mystery shopping: Observe customer hesitations. Interesting. Six months ago, Google Reviews saw a surge in 1-star ratings. Many mention “unacceptable” snacks. What’s your hypothesis? This suggests a hygiene related reputational shock, I think it can be due to Food contamination like expired or spoiled food, allergen mishap due to improper labelling or a viral video scandal. Actually yes, there was a viral video with 500k views of ants in our caramel popcorn tubs that surfaced like 6 months ago. Can you give recommendations to resolve this and regain customer trust? Sure. Short-Term Recommendations- 1. Issue a sincere apology video from leadership, acknowledging the incident and outlining corrective actions 2. Partner with food safety influencers for transparent kitchen tours, 3. Introduce tamper-proof packaging with hygiene seals. Long-Term Recommendations- 1. Hygiene Assurance Dashboard to be installed as real-time, digital displays in theatre lobbies 2. Launch a loyalty program with discounts for repeat buyers. 3. Publish quarterly hygiene reports on social media. Excellent. We can end the case here. 33
- 34. PROFITS REVENUE COSTS DEMAND Ticket Sales Foodand Beverage PRELIMINARY QUESTIONS BROWNIE POINTS SUPPLY Advertisement Revenue Number of orders Average Order Value Footfall at food Counters Conversion Rate Internal Factors External Factors Menu Variety Product Quality Price Hike Operational Delays Poor Customer Perception Shifting Customer Perception Better Alternatives Bad to Reviews Negative Online Publicity Hygiene Issues 1.Since when has the client been seeing decline in its profits? Also, do we have the magnitude of decline? 2. Is it only the client’s theatre which has seen the decline in profits or other theatres in the area have also seen a decline? 3.The profit decline could stem from rising costs, falling revenue, or both. Do we know which is the main issue? 1.Analyzed potential drivers using MECE-aligned buckets, ensuring thorough root cause identification. 2.Applied structured problem-solving to pinpoint the core issue independently. 3.Provided recommendations for immediate recovery and long-term brand perception improvements. 34
- 35. Your client isa tile manufacturer with a strong presence in North India. They recently expanded into South India, but over the past 18 months, they have experienced a significant decline in profits there. They want you to identify the reasons for it. Thank you. To approach this problem, I’d start by breaking down the profitability equation: Profit = Revenue−Cost. I’d like to first clarify whether the decline is rooted in revenue issues, cost issues, or both. Do we have any insights into which area is more concerning? Good start. Both revenue and costs have been impacted, but the client is primarily concerned about revenue decline. Got it. Revenue can be broken down into: Revenue= Price × Units Sold. Since we’re dealing with a revenue decline, I’d like to understand whether the issue is driven by price-related factors, a decline in units sold, or both. Is there any indication of a recent price drop or pricing strategy change? The pricing has remained consistent with their North India operations. The issue is with the number of units sold. Understood. If the issue lies with the decline in units sold, I’d break this down into demand-side and supply-side issues. Demand-side, factors affecting customer willingness to buy. Supply-side, factors affecting availability or distribution of tiles. Would you like me to explore both avenues, or has the client identified which area is more likely the cause? The client suspects it’s more of a demand-side problem. Great. To structure my analysis of the demand-side issues, I’ll use the 4Ps framework: 1.Product – Quality, features, durability, and overall appeal. 2.Price – Affordability compared to competitors. 3.Promotion – Marketing effectiveness and customer awareness. 4.Place (Distribution) – Availability across relevant markets. Would you like me to investigate these aspects one by one? ROUND PARTNER CASE TYPE PROFITABILITY INDUSTRY CONSTRUCTION COMPANY LEK CONSULTING FREQUENCY MEDIUM MODERATE 35
- 36. Let’s focus onthe product first. Sure. When analyzing the product, I’d look at both tangible and intangible attributes. Tangible attributes include things like durability, appearance, and compatibility with local environmental conditions. Intangible attributes include brand perception and customer trust. Since the client has a strong presence in North India, I suspect the product may not be performing similarly in South India due to either regional preferences or environmental factors. Do we have data on customer complaints, product returns, or any quality-related issues specifically in the South? Yes. There has been a higher incidence of customer complaints regarding tiles cracking prematurely. Interesting. Premature cracking suggests a quality issue, which could be related to: 1.Issues with the tiles themselves. 2.Poor handling during shipping. 3.The tiles might not be suitable for the South Indian climate. Since the client’s manufacturing process hasn’t changed, I’d hypothesize that environmental incompatibility could be a factor. South India is known for its humid climate. Could it be that moisture or heat is impacting the durability of the tiles? That’s a good observation. Yes, South India’s higher humidity levels seem to be causing the tiles to crack faster. So, if humidity is the issue, we’re dealing with a tangible product attribute problem. Have we tested how the tiles perform under simulated humid conditions compared to their performance in North India? No, we haven’t conducted those tests yet, but that sounds like a useful next step. I would recommend conducting environmental stress tests to compare how the tiles respond to varying humidity levels. Additionally, I’d explore developing a moisture-resistant variant of the tiles for Southern markets or applying a specialized coating. To confirm if this is the sole issue, I’d also want to quickly rule out factors related to distribution, promotion, and pricing. Would you like me to explore those briefly as well? Yes, please proceed. 36
- 37. For distribution, I’dcheck if there are logistical challenges impacting availability. Are the tiles being delivered on time and in proper condition? For promotion, I’d assess whether marketing efforts have been localized to appeal to South Indian customers. For pricing, I’d confirm if local competitors are undercutting the client’s pricing, especially with tiles that are more climate-compatible. Has the client explored these areas already? The distribution network is efficient, and promotional efforts have been scaled up. Pricing is consistent with competitors. The primary problem appears to be product quality in humid conditions. Given our findings, I’d suggest a two-pronged approach: 1.Short-Term Strategy: Apply a protective coating to existing tiles before sale in South India. Introduce clear installation guidelines optimized for humid conditions. 2.Long-Term Strategy: Develop a specialized product line specifically engineered to resist humidity. Market this new variant aggressively in South India to regain lost market share. Additionally, I’d recommend conducting field tests in various parts of South India to assess performance under different humidity levels. Good. You’ve identified the issue and provided actionable recommendations. 37
- 38. PROFITS COST PRICE REVENUE UNITS SOLD DEMAND SUPPLY PromotionPlace (Distribution) Price Intangible Attributes Product Packaging Installation Services Appearance Tangible Attributes Durability (Quality) Transportation Damage Environmental Incompatibility Material Composition Surface Coating Installation Process Brand Perception Customer Trust PRELIMINARY QUESTIONS BROWNIE POINTS Manufacturing Defects 1.Is the profit decline due to lower revenue, higher costs, or both? 2.Is revenue decline driven by price, units sold, or both? 3.What specific quality complaints have been reported in South India? 4.How does product performance differ between North and South India, especially durability? 5.Have the tiles been tested for compatibility with South India's humid climate? 1.Identifying climate (humidity) as a key factor early. 2.Proposing stress tests for product durability. 3.Segmenting issues into tangible vs. intangible attributes. 4.Offering immediate (coating) and long-term (new variant) solutions. 5.Benchmarking against local competitors’ products. 38
- 39. Your client isa medical insurance company that has been operating in India for the past 20-25 years. Their profits have been declining for the past 6 months, and they have asked for your help to improve their situation. How would you go about solving this problem? Thankyou for the case! To get the market overview, the magnitude of profits decline and to get insights into whether the problem is industry specific I would like to ask by what amount the company’s profits have fallen and are other competitors facing similar decline? Our profits have fallen by 20% & while other competitors are facing similar challenges their declines have been less than ours. Alright! To understand the company better could you let me know the customer segmentation, are we serving any particular customer or type of customer to check the risk exposure. Our primary customers are urban middle to high-income individuals, and we also cater to corporate clients for their employee insurance policies. To begin with, I’d like to clarify the cause of the profit decline and to break it down into revenue and cost components. Is the problem primarily due to a drop in revenue, an increase in costs, or a combination of both? It’s actually both. Our revenue has fallen around 5% and costs have also increased by 15%. Thank you for the clarification. Would you like me to focus on the cost aspect since it seems to have seen a more significant change and have more impact on profitability? Focus only on the cost part. The most significant cost for an insurance company is usually the payout to insurers. To identify whether the rise in cost is due to higher claim payouts, has there been an increase in the same. Yes payouts have increased significantly ROUND PARTNER CASE TYPE PROFITABILITY INDUSTRY Pharma COMPANY ZS Associates FREQUENCY MEDIUM DIFFICULT 39
- 40. To break thisdown, insurance payouts can typically be described as: INSURANCE PAYOUT = No. of customers x Average medical expense per visit x No. of medical visits x Percentage insured; Can you confirm whether any of these factors have seen a significant change recently? Yes! No. of medical visits have significantly grown post Covid in the eastern region. These medical visits might have increased either because of Awareness or Affordability or Accessibility. Focus on the Awareness part. To analyse whether increase in payouts is a temporary trend or a long term shift, has there been any government initiative or private sector campaigns to raise awareness in this region? Yes, the governments of West Bengal, Bihar and other eastern states have taken steps towards Breast Cancer awareness. The root cause of decline in our profits is the steps taken by the government to spread Breast Cancer awareness which led to more people opting for its testing & checkups, thus increasing the no. of medical visits and medical expenses. Hence our payout cost has also increased significantly which has led to a decline in our profits. Am I correct? Absolutely, so what do you suggest to improve our profitability in this scenario? I can think of two key strategies to address this issue: 1.Tiered Pricing: We could implement a tiered premium system, where we charge higher premiums for high-risk clients, particularly those who fall into the high-risk categories identified through awareness campaigns (e.g., breast cancer). 2.Improved Risk Assessment: Strengthening our risk assessment models could help identify clients who might need more personalized policies or preventive care measures, thereby allowing us to better predict future payouts. Okay, sounds good! I think we can close the case here. 40
- 41. PROFITS COST REVENUE Fraud prevention cost Technology investment Operational and administrativecosts Regulatory cost Medical Claims payouts Percentage insured Average medical expense per visit Number of customers Accessibility Affordability Awareness No. of medical visits PRILIMINARY QUESTIONS PRELIMINARY QUESTIONS BROWNIE POINTS Media Influence Govt. Initaitives 1.By how much has the profit decline and whether it is exclusive to the company 2.Customer segmentation to find out target audience and risk exposure 3.Whether decline is due to cost, revenue or both 4.Key factors driving higher insurance payouts- frequency or amounts 5.Any government or private sector campaigns contributing to increased claims 1.Finding out the magnitude of profit decline and checking if the issue is industry specific or company specific 2.Structuring the analysis by breaking down profits into cost and revenue to see which one has more impact 3.Analysing whether the higher payouts is a short term trend or a long term shift 4.Recognizing the significance of external factors, such as government awareness campaigns 41
- 42. Suppose I ama consultant, and you are my client—a laptop supplier that provides laptops to large consulting firms like Bain, McKinsey, and BCG. Your profits are decreasing, and your margins are declining, but costs have remained the same. What could be the reason? Alright, thank you. Would you mind if I take a minute to structure my thoughts? Sure, take your time. Firstly, I’d like to understand a little more about the core business. Could you clarify whether you’re a manufacturer, distributor, or reseller of laptops? We’re a distributor. We buy laptops in bulk from manufacturers and resell them to consulting firms, bundled with extended warranty and tech support. Great, thank you. Do you sell exclusively to consulting firms only, or do you also serve other industries? Consulting firms are our primary clients, and they account for over 90% of our business. Understood. Are these long-term contracts or one-time transactional purchases? Most purchases are transactional, but we have built long-standing relationships with about 10 major firms in this business. Additionally, wanted to understand a little bit more about the quantum of this decline to diagnose the core problem. For how long have we been witnessing this decline and is this issue specific to our company only, or are other laptop suppliers facing similar problems? It has been happening for the last two years. However, our competitors are not facing similar issues. Why do you think understanding more about the competitive landscape here is relevant to the problem statement? I was considering the possibility of macro-level issues, such as economic, political, or technological factors, that might be affecting the entire industry. Since our competitors are not experiencing the same decline, this suggests that the problem is internal rather than industry-wide. ROUND BUDDY CASE TYPE PROFITABILITY INDUSTRY ELECTRONICS COMPANY MCKINSEY & CO. FREQUENCY MEDIUM MODERATE 42
- 43. Now, I’d liketo start with the analysis. Since profit comprises two key components—costs and revenues—and you have already mentioned that costs have remained the same, let’s focus on the revenue side. Revenue can be further broken down into: 1. Number of companies we are selling to. 2. Revenue per company. Has there been a decrease in the number of companies we supply to, or has revenue per company declined? The number of companies has remained roughly the same, so the decline is due to a drop in revenue per company. Revenue per company can be broken down further as: Revenue per company = Price per laptop * Number of laptops supplied Has the number of laptops per company decreased, or has the price per laptop declined? The price per laptop has decreased. I can think of a few factors to be considered for the drop in the price per laptop. These include: 1.Product Mix Shift: We may have shifted our product strategy toward selling more entry-level or budget laptops, which carry lower price points compared to premium models. 2.Discounting and Promotions: Increased use of promotional pricing or volume-based discounts may have brought down the average selling price. 3.Channel Mix: A shift toward third-party distribution or e-commerce platforms, which typically involve lower margins, could be lowering our realized price. 4.Competitive Pressure: Intensified competition in the B2B laptop market may be forcing us to lower prices to remain attractive to clients. Has any of these factors been impacted in the recent past? Yes, we have been offering increased discounts per laptop, which has led to declining margins. That’s helpful. Was this a deliberate pricing strategy shift, or was it driven by competition? It was a deliberate shift. We introduced uniform discounts across clients to retain business and improve client satisfaction. Thank you. Offering uniform discounts might have unintended effects on margins, especially if they aren’t linked to volume or client size. Have we noticed if certain client segments are more sensitive to price than others? 43
- 44. We haven’t segmentedclients in that way. The discounts have been flat across all clients, regardless of the size or purchase volume. Understood. Have we evaluated whether these discounts led to any increase in the number of laptops sold or helped prevent client churn? No significant change in sales volume or churn has been observed—it seems to have only reduced margins. To address this issue, we could reconsider how we distribute our discounts. Instead of a uniform discount structure which is affecting our margins, we could focus on: 1.Client Segmentation: Divide clients into large, medium, and small accounts based on historical purchase volumes to offer tailored discounts. 2.Tailored Discounts: Offer competitive discounts to large clients, as retaining them is critical. Provide moderate or minimal discounts to small and medium clients, where margins are more vulnerable. 3.Introduce Tiered Incentives: Create performance-linked discounts or loyalty-based schemes instead of flat rates. Offer non-monetary incentives like extended support, faster delivery, or bundling services. 4.Review Pricing Strategy Regularly: 5.Monitor margins by client and adjust discount bands based on their impact on overall profitability. That sounds like a viable approach. We can close the case. 44
- 45. DECLINE IN PROFITS MACROLEVEL ISSUES MICRO LEVEL ISSUES REVENUE COST Revenue from company No. of companies Price of one laptop No. of laptops being supplied Elasticity Differentiation Price brands Competitor benchmarking PRELIMINARY QUESTIONS BROWNIE POINTS 1.Can you clarify the company’s business model— its key products and target customers? 2.Has the profitability decline affected all suppliers in the industry, or is it specific to our company? 3.Has the revenue decline been driven by a loss of clients or by reduced revenue per client? 4.Is the decline in revenue per client due to a drop in the number of laptops sold or a decrease in price per laptop? 5.Has there been a change in the company’s pricing strategy, or have we been offering higher discounts compared to competitors? 1.Shows structured thinking by identifying if the issue lies in manufacturing, distribution, or pricing. 2.Differentiates between industry-wide trends and company-specific inefficiencies. 3.Breaks down revenue to pinpoint whether the issue is loss of clients or lower revenue per client. 4.Applies a MECE approach to isolate whether decline is due to volume or price. 5.Highlights awareness of pricing strategy and competitive discounting behavior. Small sized (lesser discounts) Medium sized (lesser discounts) Large sized (continue to give same discounts) RECOMMENDATIONS (Division of discount on basis of company) 45
- 46. Our client isan Australian retailer with 10 stores selling home décor, clothing, and footwear. Their cost structure seems out of line with industry standards. They’re also considering adding toys as a new category. How would you approach this? Thanks for the context. Just to understand better—is this cost issue present across all stores, or are a few locations responsible for most of the inefficiency? It’s a company-wide problem. Understood. I’d want to look at this in two parts—first, identify what’s driving the cost inefficiency and fix the current structure. And second, evaluate whether adding toys makes sense strategically and operationally. Does that approach sound good? Yes, please go ahead. To understand the cost issue, I’d look at a few areas that could be contributing—starting with inventory and supply chain. Do stores manage their own inventory, or is there a central system? Each store manages its inventory independently. There’s no stock movement between stores. That’s interesting. It likely creates inefficiencies—one store might be overstocked while another runs out of the same product. Without stock sharing or central oversight, we might be missing out on economies of scale. Do stores also have separate storage or warehousing? Yes, each store has its own warehouse, and they’re all rented Are they fully utilized, or is there excess space? About 20,000 sq. ft. across the chain is currently unused. That’s a significant amount. Are any stores located close to each other? Yes, a few operate in overlapping catchments. That gives us room to consolidate. If we could merge storage for 2–3 nearby stores into one shared facility, we might save on rent and even reduce ROUND MANAGER CASE TYPE PROFITABILITY INDUSTRY RETAIL COMPANY BAIN & CO. FREQUENCY LOW HARD 46
- 47. logistics redundancies. Butfor this to work, would the client be open to moving inventory across stores when needed? They would consider it, yes. Great. Another angle I’d look at is staffing. Have employee levels been adjusted in line with changes in store traffic? They’re currently overstaffed relative to footfall. In that case, we could consider reducing peak shift hours or even training employees to work across multiple stores if they’re in close proximity. Some retailers have also adopted partial automation—for eg, self-checkout kiosks—to reduce fixed labour costs without compromising service. Has the client explored options like these? Not yet, but they’ve started thinking about it. Then perhaps this can be phased in starting with low-traffic stores. One more area I’d look at is rent. Are stores in high-rent zones, or are leases up for renewal? Some leases are due next year. Most rents are fixed, not revenue-linked. That’s worth revisiting, especially for underperforming stores. Renegotiating leases—or even downsizing retail space where we’re paying for unused square footage— can meaningfully reduce fixed costs. Makes sense. Let’s talk about toys now. The CEO wants to use freed-up space to launch a toy category. What’s your take? That’s an interesting idea. Just to clarify—is this expansion driven mainly by wanting to use idle space, or is it based on a specific customer insight? Both. Data shows that about 40% of our clothing customers have kids under 12, and we aren’t capturing their toy spending today. Understood. I’d look at this through a few angles. First, customer fit—will adding toys drive more purchases from our current shoppers, or bring in a new segment? Then the economics—do toys have good margin and turnover potential? I’d also think about operational complexity—can we support this new category without disrupting our current setup? From a customer fit angle, do we know where these parents usually shop for toys? Most of them buy from Amazon or specialty toy stores. 47
- 48. That means we’llneed to offer something differentiated to pull them in—maybe not compete purely on price, but offer a curated experience. If our home décor section is aesthetic and lifestyle-oriented, perhaps we can carry creative, educational, or design-focused toys that match that vibe. From a supply perspective, can our current vendors support toys? Only for about 40% of the SKUs we’d want to carry. The rest would require new partnerships. That adds complexity, so I’d suggest starting with that 40%—SKUs where we already have reliable vendors. We could pilot the toy section in a few stores, ideally those with strong family footfall, and allocate a small amount of space—say 5,000 sq. ft.—so we’re not taking a big risk upfront. Do we know which stores have the highest family traffic? Yes, we have that data from our loyalty program. Perfect. That data can also help us estimate toy demand by looking at customer segments and basket sizes. If we move ahead, I’d want to track three things: are we increasing basket size among current shoppers, are we attracting new customers, and are toys selling quickly enough to justify the shelf space? How would you define success? I’d look for at least a 15–20% uplift in average basket value among toy buyers, and an inventory turnover rate close to 4x a year, which matches our clothing benchmark. We’d also want to see a positive net margin contribution after accounting for the lower gross margins in toys. Speaking of margins, toys tend to have 35% gross margin while our core categories average 45%. Would this hurt profitability? That depends. If we’re using unused space and not adding new fixed costs, the toys don’t need to match clothing margins. But we’d need toys to either lift foot traffic by about 10%, or increase average basket size by around 15%, to maintain overall store profitability. We can model those scenarios using past data—say, if 20% of shoppers with children bought toys, would it achieve the required uplift? Got it. What would be your final recommendation? I’d recommend starting with a 3-store pilot in family-dense locations, using only SKUs we can source from current vendors. If the category delivers both revenue uplift and acceptable turnover without cannibalizing core sales, we can expand gradually. In parallel, I’d start consolidating warehouse space and rightsizing staff in lower-traffic stores to clean up the current cost base. Great, thank you. Thanks! This was a really interesting case. 48
- 49. PROFITS Overstocking COST REVENUE Operational Expenses Shrinkage Losses Supply Chain and Distribution Inventoryand Procurement Rent Marketing Understocking High rent Fixed rent Revenue-based rent Underutilized excess space Over-staffing Under-staffing No stock sharing between stores Transportation issues Damage in transit PRELIMINARY QUESTIONS BROWNIE POINTS 1.Is the cost inefficiency consistent across formats (clothing, décor, footwear), or skewed toward one? 2.Do all stores follow the same operating model, or is there variance in staffing, layout, or logistics? 3.What percent of total cost is fixed versus variable— can we control any part of it in the short term? 4.Has the company benchmarked against other Australian retailers in similar categories? 5.Is there any seasonal variability in footfall or revenue that might distort the cost structure? 1.Store-level inventory decentralization causes inefficiency. 2.Consolidate warehouses for overlapping stores to cut space and rent waste. 3.Phase in toy expansion with current vendors to limit risk. 4.Align toy selection with brand aesthetic to stand out from Amazon and mass retailers. 5.Measure success via basket uplift, turnover, and margin contribution. 6.Toys can be profitable if fixed costs remain stable, even with lower margins. 7.Pilot rollout is crucial to test assumptions before scaling. 49
- 50. NEW TOY CATEGORY Utilizingidle space Customer insights-driven OBJECTIVE CUSTOMER FIT OPERATIONAL FEASIBILITY Inventory turnover target RISKS INVOLVED Gross margin comparsion ECONOMICAL FEASIBILTY Brand growth Response to competition Understand toy purchase behaviour Build differentiated toy assortment Assess price sensitivity of customers Bundling or cross-selling potential Loyalty programs Shipping/storag e costs Return/refund costs SKVs from existing vendors New vendors Warehousing and logistics Staff training for handling toys Toys have lower gross margin New fixed costs Cannibalization risk Brand dilution risk 50
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- 52. MARKET ENTRY SHOULD THEYENTER? HOW TO ENTER? FINANCIAL ATTRACTIVENESS OPERATIONAL FEASIBILITY MARKET CONDITIONS Market Expansion Diversification Profits Product-Market- Fit Market Size Growth Rate of Market Expected Market Share Barriers to Entry Setting up Value Chain Political Economical Social Technological Legal Environmental Joint Ventures Outsourcing Brownfield Investments Acquisitions Set Up Greenfield Ops Licensing A market entry case assesses whether a company should enter a new market by evaluating its attractiveness, profitability, and feasibility. It involves analysing market size, competition, customer needs, operational setup, and associated risks. The following formula will help you get to the expected profits in the market: Expected profits = (Market size (in units) * % Market Share * Profit/unit) – Fixed costs PRELIMINARY QUESTIONS 1.What are the client’s products, and in which geographies are they operating in? 2.What is the client’s primary objective for entering this market — revenue growth, profit, diversification, or strategic positioning? 3.Are there any constraints we should keep in mind — capital, timelines, regulatory issues, or brand positioning? 4.Has the client considered or tried entering this market before or any other similar market? 52 OBJECTIVES
- 53. Your client isa Japanese smart toilet manufacturer who wants to enter the Indian market. You have to analyse whether they should enter the Indian market or not. Thank you for the case statement. I would like to ask some clarifying questions. Sure, go ahead! I’d like to start by trying to understand a little bit more about our client. Is the client manufacturing only smart toilet seats or the entire toilet unit, including the bowl and other components? The client primarily manufactures smart toilet seats only, you can ignore other products. What is the average price of our product and is it a premium category? Initially our price would be Rs 40,000/seat, would you consider this price as the one that falls in the premium category. Well, that seems to be a bit higher than the usual toilet seats, am I correct? Yes, that’s true. But since this is a new technology, I assume a particular customer segment might be willing to pay a premium. Could you also pinpoint a few key features that differentiate the client’s product from conventional toilets? The smart toilet includes features such as automatic flushing, self-cleaning mechanisms and odor control. It is marketed as a luxury and hygiene-enhancing product. Okay got it. Also, are we looking at residential sales and targeting households only or commercial properties as well? Primarily residential, but we are open to exploring hospitality and premium office spaces 2-3 years post launching the product. ROUND MANAGER CASE TYPE MARKET ENTRY INDUSTRY RETAIL COMPANY MCKINSEY & CO. FREQUENCY MEDIUM EASY 53
- 54. Okay, so Ithink I have enough information to start with. So there are three major categories that we have to assess in order to decide whether the company should enter a new geography or not. The first category would be market size, then market growth and market share. Would you want me to focus on any specific category? Let’s begin with Market Size first. Sure, before we begin with the estimation of the market size, can I assume the average lifespan of a toilet seat to be 8 years? Yes, you can. Okay. So, let us consider the population of India to be 140 crores but toilet seats would be a family product and not an individual product. Considering the average family size of 4, we have a number of 35 crore households. This is also in tandem with what we had discussed before about targeting residential properties only at the moment. Okay, go ahead. Now we divide these into rural and urban which would be 70% and 30% respectively. Considering the price point, a very small proportion of the rural population would be willing to buy it. So for the context of this case, is it safe enough for me to ignore that number? Yes, you can do that. So coming back to the 10.5 crores urban households (30% of the 35 crore households), I would divide them into the following income levels: Low Income Group: 15% (1.575 crores) Middle Income Group: 65% (6.825 crores) High Income Group: 20% (2.10 crores) Do the numbers seem fine to you? Yes! 54
- 55. I believe therewould be a 5% penetration rate in the low income group that gives me around 7,85,000; 10% penetration rate in the middle income group that is around 68,25,000; and 20% penetration rate in the high income group that is around 42,00,000. So a total of 1,18,10,000 would be interested in the product. Fair enough. As we discussed earlier, the average lifespan of a toilet seat is 8 years. So, in the first year, 1/8th families would be replacing the smart toilet that means around 14 lacs and assuming the market to grow by 10%, an additional 11 lakh households would be interested in buying the product. That gives a total of 25,00,000 units sold in a year. Do you want me to calculate the dollar value of the market size too? Yes, given the large market potential, rising disposable incomes and the trend towards increased awareness about hygiene particularly in urban areas, I think the market is poised to grow at an even faster rate in the coming years. Moreover, with this market being largely untapped, our client can even have the first mover advantage if they choose to enter the market right now. Hence, I would recommend going ahead with the proposition. That makes sense Thank you, we can close the case now. 55
- 56. MARKET ENTRY Slow uptakedue to cultural inertia Feature may not match local preference High set up cost RISKS INVOLVED High price may narrow TAM PRODUCT POSITIONING COMPETITIVE LANDSCAPE Limited high end players Compare price points and features of incumbents Investigate international players’ interest in the market PRELIMINARY QUESTIONS BROWNIE POINTS 1.Are we selling only the smart seat or the entire toilet unit? 2.What is our price point and target customer segment? 3.Are we focusing only on residential or also commercial clients later? 4.Is the product compatible with Indian bathroom infrastructure? 5.What’s the client's primary goal — revenue, brand presence, or first- mover advantage? 1.Suggest starting with metro cities as a pilot launch. 2.Highlight importance of after-sales service setup. 3.Mention potential in hospitality/hospitals in Phase 2. 4.Compare adoption curve to dishwashers or air purifiers in India. 5.Flag risks of low awareness and cultural inertia early on. MARKET GROWTH Adoption curves of other luxury bathroom products Consumer technology adaption in adjacent categories Increased disposal income Traditional alternative comparition Readiness to localize product Product pricing Value preposition (luxury + hygiene) Feature set Readiness to localize products Urbanisation and hygiene trends No strong direct competitor 56
- 57. MARKET SIZING Population =140 Cr Household= 140/4=35 Cr Urban 30% Rural 70% Low Income 15% 5% Penetration Middle Income 65% 10% Penetration High Income 20% 20% Penetration Gross Total Market Demand=1.18 Cr Households Annual Replacement and Growth Estimation Lifespan =8 Years Additional Demand 10% =11 Lakh Units Annual Replacement = Total Demand / Lifespan= 14 Lakh Units Total Net Demand = 25 Lakhs 57
- 58. Your client isa major telecom player who wants to enter the home security market. You have to analyse whether they should enter this market or not. Thank you for the case statement. I would like to ask some clarifying questions to better understand the problem statement. Sure, go ahead! To start, could you help me understand the scope of the home security market? Are we referring to locks, safes, surveillance cameras, motion sensors or something more? The client wants to enter the market of digital locks that can be operated using a phone. Could you tell me more about our client? Are they a premium or mass-market telecom player? Do they have expertise in IoT or smart technology, or would this be a completely new vertical for them? The client is a leading telecom provider with strong brand recognition and expertise in mobile connectivity. They have not yet entered the IoT space but are considering this as a strategic move to diversify revenue. Are there any legal or compliance constraints around smart locks in India that might impact market entry? No significant regulatory constraints exist at the moment. Okay, I believe I have enough context to proceed. To evaluate the client's market entry decision, I’d like to assess three key factors: financial attractiveness, operational feasibility, and risks involved. Would you like me to prioritize any particular area first? Let’s begin with financial attractiveness first. Under financial attractiveness, I would like to analyze expected profits, which can be calculated as: Expected Market Share * Market Size * Profit per Unit Let's start by estimating the potential market share. ROUND BUDDY CASE TYPE MARKET ENTRY INDUSTRY TELECOM COMPANY BCG FREQUENCY MEDIUM MODERATE 58
- 59. To begin, Indiahas a population of 1.4 billion, but for simplicity, I'll round this down to 1 billion. Is this acceptable, or would you prefer to use the more precise figure? Yes, Let’s proceed with that. Great. Next, I'll divide this population into urban and rural segments. Since digital locks are more relevant in urban areas, I will assume that 30% of the population is urban and 70% is rural. This gives us 300 million people in urban areas. Further breaking down the urban population by economic class, Since, digital locks are a premium product, I assume that demand will primarily come from the rich and upper-middle-class segments. This gives us 35% of the urban population. Would you agree with this segmentation for the target market? Yes, go ahead. I believe 45% of these households are likely to adopt the product, this would give us a potential consumer base of 47.25 million individuals .Should I adjust this adoption rate, or does it seem reasonable? No, I think this is fine. Perfect. Finally, as this is a household product, I will factor in an average household size of 4. This gives us an estimated market size of about 12 million units (47.25 million ÷ 4). Great, that seems like a good estimate. Now, if the fixed costs are 10 crores and the profit per unit is Rs. 1000, how many units would the client need to sell to break even To calculate this, we simply divide the fixed costs by the profit per unit: 10 crores ÷ 1000, which gives us 1,00,000 units. How would you assess the operational feasibility? Operational feasibility is primarily dependent on four factors: Technology readiness Supply chain Go-to-market strategy Regulatory hurdles 59
- 60. Interesting. Let’s divedeeper into tech readiness. They’re a telecom company, not a hardware maker. How could they develop smart locks? For tech readiness, we have three options: In-house development provides control but requires extensive R&D and carries high risk. Second, acquiring a startup gets us to market fastest with ready tech. Third, partnering with a hardware specialist combines their manufacturing with our connectivity expertise - balancing speed and capability. Smart. If the client acquire, what’s the #1 thing they should look for in a startup? Security is non-negotiable. A single breach could tank their reputation. Acquisition target must have- Military-grade encryption. A track record of penetration testing. No past hacking incidents. Makes sense. Now, how would they price these locks? Their broadband customers are price-sensitive. They could use tiered pricing: Premium: standalone, for high-income buyers. Bundled: Free lock with 24-month 5G plan. Rental: monthly subscription plan to target younger renters. That looks comprehensive. What would be your recommendation to the client? Do you think entering the home security market is a good move? Yes, given the substantial market size, rising urban affluence, and growing consumer interest in smart home solutions, this presents a promising opportunity. Limited competition and the absence of a dominant player provide our client with the potential to capture significant market share. With sufficient capital, acquiring smaller existing players can help establish a foothold and scale operations efficiently. The client’s strong brand image can also be leveraged to accelerate adoption. Given these factors, entering the market would be a strategically sound decision. Great, we can end the case here. 60
- 61. MARKET SIZE POPULATION=1 BILLION URBAN-30% 300 MILLION RURAL- 70% RICH (15%) UMC (20%) LMC (30%) BPL (35%) 35% with 45% adoption rate 300 * 35% * 45% = 47.25 12 Million Units (47.25 /4 avg household size ) (Population=1.4 Billion) Taking 1 billion for simplicity PRELIMINARY QUESTIONS BROWNIE POINTS 1.What is the scope of the home security market? 2.Is the client a premium or mass- market telecom player? Do they have expertise in IoT or smart technology, or would this be a completely new vertical for them? 3.Are there any legal or compliance constraints around smart locks in India that might impact market entry? 1.Smart segmentation logic to narrow down realistic TAM. 2.Sharp identification of security as the core consumer trust driver in acquisition decisions. 3.Tailored pricing strategy that captures diverse consumer personas and behaviors. 61
- 62. MARKET ENTRY OPERATIONAL FEASIBILITYRISKS Technological Readiness Regulartory Hurdles Supply Chain GTM Strategy Partner with Hardware Speacialist In House Development Acquire Startups Pre Launch Deal Sourcing Local Assembling Research & Development High Risk Security Hereditary Grade Encryption No Past Hacking Track Record of Penetration Testing FINANCIAL ATTRACTIVENESS Expected Profits = Expected Market Share * Market Size * Profit/ Unit Pricing Rental Premium Bundled High Income 24 Month 5G Monthly For Youngsters 62
- 63. Your client isa US based global alcohol brand. You have to decide whether it should enter India or not. I’ll start with a few preliminary questions. Is the Brand planning to enter a particular alcohol category like whisky, beer, vodka or any other particular category and what is the goal of the brand behind this move- is it revenue maximisation, long term market presence or something else? No, there is no particular category and there are no constraints in terms of budget as of now. The company aims to establish a strong presence in India and capitalize on the growing alcohol market. Okay, got it. Is there a preferred market entry timeline, or is this a long-term strategic move? No, there are no constraints on the timeline, just a long-term strategic goal to capture India’s market. Could you provide an estimate of the current market size of the industry. You can assume the market size to be $50 billion. Sure. I’d like to start with my analysis now- I’ll divide the market into 3 categories - whisky, beer, and other categories like vodka, gin, rum, etc. I believe that whisky might be a preferred category considering the Indian market consumes mostly whisky. Am I right to assume that? Yes. You can go ahead. I will allocate percentages to the 3 categories in the alcohol market. I will allot 60% to whisky, 25% to beer and 15 % to the niche categories like vodka, gin, etc. While beer has significant volume, its margins are relatively lower. The niche categories, including vodka and gin, are primarily consumed by younger demographics, and the middle-class segment may not be significantly inclined towards them. That sounds reasonable. You are on the right track. I’ll start with the regulation and the tax environment. Alcohol is a state subject in India, meaning regulations and tax structures vary by state. Some states also have prohibition on alcohol like Gujarat. High excise duties and import taxes exist on foreign alcohol brands. To mitigate high import duties, we can explore bottling operations in India rather than importing finished products or look at partnering with a local manufacturer to navigate the tax structure more efficiently. ROUND PARTNER CASE TYPE MARKET ENTRY INDUSTRY FMCG COMPANY LEK CONSULTING FREQUENCY HIGH MODERATE 63
- 64. That makes sense.Let’s move forward. I’ll go forward with the competitive landscape now. There are two divisions- international and local. International is further divided into three categories- premium, budget, mid-priced. In premium there is Chivas, budget it is Smirnoff and mid priced there is Budweiser. Several Indian brands also dominate the whisky and beer market. Which brand do you think has the highest preference in India? Based on visibility and consumer behavior, Budweiser appears to be one of the most widely preferred brands. What do you think the market entry strategy should be? I’ll start with target market and positioning. Given the high growth and profitability of the Indian whisky market, I propose focusing solely on premium whisky rather than beer or other alcohol categories. I won't include beer and other categories as the market is very scattered for them. Volume is high but margins are low. We can enter premium whisky targeting the urban millennial customers or urban gen Z high income groups. For positioning we can leverage American heritage and craftsmanship to create a distinct premium brand identity and further differentiate with unique barrel aging, flavours, or sustainability-driven branding What can the mode of entry be? There are a few ways - 1.Direct Import – Bringing in alcohol from the US (High costs due to import duties but maintains full brand control). 2.Bottling in India – Importing the product but bottling it locally (Reduces costs while maintaining brand quality). 3.Distribution or Licensing Agreement – Partnering with an existing Indian alcohol company to distribute the product (Faster entry, but shared revenues and brand dilution concerns). 4.Joint Venture with a Local Player – Combining resources with a local brand to leverage distribution networks and regulatory expertise. What do you think is the premium bracket and at which price point do we consider the brand to have a premium identity? A price range of ₹3,000 to ₹5,000 per bottle can be considered premium. 64
- 65. Then we canlaunch around this price range and then maybe increase the price to increase the exclusivity of the brand. Yes you are on the right track. Coming to distribution we can start with major markets like Delhi and Maharashtra, where alcohol consumption is high and regulatory frameworks are well- established. Suggest some ways to increase the brand awareness or marketing strategies? For brand awareness we can explore digital marketing, celebrity endorsements, influencer partnerships, tasting events and cocktail led brand workshops with exclusive launches in high-end bars/ lounges. What can be some challenges that you can face in the market? Several challenges could arise: 1. Regulatory hurdles - Navigating the complex and varying state laws 2. High taxation - Managing the impact on pricing and margins 3. Competitive response - Existing players might introduce similar premium products 4. Brand building - Establishing brand equity in a new market with strong local preferences 5. Distribution - Securing reliable distribution channels in a fragmented market 6. Cultural adaptation - Ensuring our brand messaging resonates with Indian consumers Sounds great. We can close the case! 65
- 66. PRILIMINARY QUESTIONS BROWNIE POINTS MARKETENTRY DECISION Direct Import Bottling in India Distribution Joint Venture Mode of Entry Regulations License Prohibition WHISKEY 60% OTHERS 25% BEER 25% 1.“Are there specific states or cities the client is prioritizing for initial entry?” 2.“Is the brand open to local production or strictly committed to imports?” 3.“Does the client have any experience navigating India's state-wise excise regulations?” Suggest local bottling to reduce import duties and ease distribution. Recommend launching in regulation- friendly, high-consumption states like Maharashtra and Delhi. Position around American heritage to stand out in India’s premium whisky segment. Gin Vodka Rum Taxes Import Taxes Excise Bottling options in India Competition Local Internationa l Mid Wedge d Perm Unique Barrel Aging Sustain ability driven branding Flavour Risks Regulatory Competitive Response Distribution High Taxation Cultural Adaptation Brand Building 66
- 67. Your client wantsto acquire a bed and bath e-commerce business but is unsure if the market is attractive. We need your help to figure out how attractive this space actually is. Understood. Could you tell me a bit more about the client’s background or motivation for entering this space? Sure. He’s a wealthy individual looking to enter entrepreneurship, but he doesn’t want to build something from the ground up. He’d rather acquire a running business. That’s helpful context. Does he have a specific definition of what makes a market attractive? For instance, is he mostly looking at return on investment, growth potential, or ease of management? He hasn’t defined it clearly. We’re hoping you can help with that. Alright. In that case, I’d suggest we assess attractiveness through four lenses: 1.Profitability – Can he make strong returns? 2.Customer Base – Is there potential to build and retain a loyal customer base? 3.Competitive Advantage – Can the business sustain an edge over time? 4.Operational Feasibility – Is this a manageable business for a first-time entrepreneur? Would you like me to walk through each of these? Yes, please go ahead. Starting with profitability, we’d want to understand the size and growth of the bed and bath e-commerce segment. Is the market growing? Are businesses in this space seeing healthy margins? & how price-sensitive are customers? That makes sense. The second area is around the customer base. We’d want to assess whether the business can effectively differentiate itself & capture market share. That could involve product uniqueness or customer experience. We’d also look into operational efficiency—how scalable is the business from a logistics and supply chain standpoint? And are there any meaningful barriers to entry? ROUND ASSOCIATE CASE TYPE MARKET ENTRY INDUSTRY E - COMMERCE COMPANY ACCENTURE FREQUENCY MEDIUM MODERATE 67
- 68. Third, I’d considerwhether the business can maintain a competitive edge over time. For example, is customer loyalty strong, or do people tend to make one-off purchases and move on? How hard or expensive is it to acquire traffic online? And is there potential for cross-selling or expanding into related product categories? And finally, there’s operational feasibility. This is especially important for a first-time founder. Will the business demand constant firefighting, or can it run relatively smoothly? Is inventory management complex? Is customer service heavy? The goal is to avoid burnout and allow him to focus on growth and strategy. Do you think, based on this, he should go ahead with the acquisition? At this point, I’d hold off on giving a recommendation. We’d really need to dig into actual numbers—market data, margin benchmarks, and traffic costs— before making that decision. Fair enough. That’s a solid framework. Let’s say your friend owns a bed and bath e-commerce business and wants to grow sales. How would you approach that? To help with that, may I ask—do we know where the current sales are coming from? Are they mostly from existing customers or new ones? & What kind of products are being sold? We don’t have that detail. The focus is on fabrics, linens, and sheets—no mattresses or furniture and it’s a B2C model In that case, I’d approach growth in two parts. First, how can we grow within the current business model? And second, are there opportunities to expand or evolve the model to unlock additional revenue streams? Let’s start with the current model. Sure. Within the existing structure, the business can increase average order value through bundling or cross-sell recommendations during checkout. We might also explore modest price increases if customer willingness to pay supports it. On the retention side, loyalty programs, email personalization, or exclusive member deals could help boost repeat purchases. And finally, marketing—investing in well- targeted campaigns across Instagram, Google, and possibly even niche home décor influencers—can bring in new customers. That’s helpful. What about expanding the model? 68
- 69. We could lookat moving into B2B by supplying to boutique hotels, hospitals, or Airbnb hosts who need consistent, bulk orders. That would diversify the revenue base and create more predictable cash flow. Another route would be product line expansion—adding towels, duvets, or even light bedroom furniture. That increases the average basket size and keeps customers coming back for more of their home needs. Where do you think the current low sales are coming from? Given what we’ve discussed and the focus on growing the business, my guess is the main issue lies in customer acquisition. In e-commerce, especially in this category, standing out and getting traffic can be expensive and competitive. Go on To bring in more customers, I’d focus on building awareness through targeted ads, social content, PR placements, and possibly even collaborating with micro- influencers. We can drive conversions using first-time discounts, referral incentives, or time-limited offers. The website experience also needs to be optimized—clean design, fast loading, strong social proof, and a smooth checkout flow. And once we get people in, email sequences and retargeting ads can bring them back. Great. That was very clear and practical. We can end the case here. 69
- 70. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Whatdefines market attractiveness for the client—financial returns, ease of operations, growth potential, or something else? 2.Does the client have any prior experience in e-commerce or retail operations? 3. Is the client open to operational involvement or looking for a hands-off investment? 4.What is the budget range for this acquisition? 5. Is the client targeting domestic markets or open to international sales? Structuring "market attractiveness" into a 4-part framework: prof itability, customer base, competitive edge, and operational feasibility Thinking beyond numbers—factoring in customer loyalty, defensibility, and ease of running the business Offering scalable, low-cost growth strategies like personalisation, referral programmes, and content marketing Considering B2B expansion (hotels, hospitals, Airbnb hosts) to diversify revenue COMPETITIVE LANDSCAPE OPERATIONAL FEASIBILITY Size Prices Growth Changes wrt demand Stable Premium Normal MARKET ENTRY PROFITABILITY CUSTOMER BASE Product Supply chain constraints Time Differentiation Branding Customer Experience Expansion Expenses Short term Long term Inventory management Customer service Barriers 70
- 71. Current Business NewBusiness Average order value Price Retention Expansion Grow Sales Loyalty programmes Avail personalisation Exclusive member deals Marketing Instagram Google Home decor Services Boutique Hotels Airbnb Hospitals Towels Light Bedroom furniture 71
- 72. Your client isRawal Kachoriwala, a well-known street food brand in Jaipur. They are planning to expand into Delhi. Analyse the feasibility and suggest a strategy. Thank you. Just to clarify, is the primary objective of this expansion focused on growing revenue, enhancing brand visibility, or spreading risk across markets? The main aim is to grow revenue while preserving the authenticity of the brand. Understood. Do we have any insights into the existing demand for Rajasthani snacks, particularly kachoris, in the Delhi market? There is no concrete data, but anecdotal evidence indicates there is a healthy appetite, especially in areas with Rajasthani populations and a strong street food culture. That’s helpful. Would you like me to consider only large competitors like Haldiram’s and Bikanervala, or should I include local vendors as well? Please include both. Street food vendors are widespread and relevant competition in this space. Noted. Has the client indicated whether they’re leaning towards a premium offering, or is a mass-market strategy also on the table? They are open to both and want to understand which would be more feasible and scalable in Delhi. Thanks. I’ll start by estimating the potential market size. Delhi’s population is approximately 30 million. Assuming 60% are within the 18–50 age group and open to street food consumption. Based on personal experience I would say that half of them eat street food weekly. Of these, I would like to assume that 15% prefer kachoris if that’s reasonable? Yes, go ahead. Assuming an average of 2 kachoris per visit and 4 visits per month, that’s roughly 10.8 million kachoris sold monthly. I would like to also assume that the price to be ₹30. A 5–10% market share gives us a first-year revenue of ₹19–39 crore. That’s a solid estimate. What risks do you foresee in this expansion? ROUND PARTNER CASE TYPE MARKET ENTRY INDUSTRY FOOD COMPANY ACCENTURE FREQUENCY HIGH MODERATE 72
- 73. Sure, so Iwould like to categorise these risks in the following: 1. Marketing Risk People in Delhi may have different taste preferences. This can be handled by doing small pilot tastings and actively gathering local feedback before scaling. 2. Operational Risks Supply chain disruptions can happen, so sourcing ingredients from both Jaipur and local suppliers would help maintain consistency. Quality might vary without standard processes. Setting up a central kitchen could help ensure everything tastes the same across outlets. 3. Competitive Risk There’s strong competition from brands already in the market. To stand out, limited time offers and highlighting the brand’s heritage story could attract attention. 4. Legal/Regulatory Risk Navigating food safety and local regulations can be tricky. Having a legal team that understands Delhi’s food laws would make things smoother. Well-considered. What would your final recommendation be? I would recommend a phased entry. The first six months could focus on cloud kitchens or pop-up stalls in high-footfall areas to test the market. Based on learnings, flagship stores could be launched in key locations like Connaught Place or Gurgaon in Year 1–2. In the longer term, a franchise model and packaged product strategy would allow scalable expansion while maintaining operational control. Thank you, we can close the case here. Good approach 73
- 74. PRELIMINARY QUESTIONS BROWNIE POINTS 60%(18 Million) 18-50 Year Age Group DELHI’S POPULATION (30 Million) 40% (12 Million) Non 18-50 Year Age Group 50% (9 Million) Eat Street Food Weekly 50% (9 Million) Do Not Eat Street Food Weekly 15% (1.35 Million) Prefer Kachori 85% (7.65 Million) Do Not Prefer Kachori 1.35 Million customers x 2 Kachoris Per Visit x 4 Visits Per Month = 10.8 Million Kachoris Sold Monthly Average Price of a Kachori = Rs. 30 Monthly Revenue Potential = 10.8 x Rs. 30 = Rs. 3.24 Cr Annual Revenue Potential = 3.24 x 12 = Rs. 389 Cr Assuming 5-10% Market Share = (0.05 x 389, 0.10 x 389) = Rs. 19-39 Cr 1.What is the client’s primary goal — revenue, brand, or diversification? 2.Is there existing data on consumer preferences for Rajasthani snacks in Delhi? 3.Should competition analysis focus only on organised players or also include informal vendors? 4.Has a decision been made on positioning — premium, mass-market, or both? 5.Is there an expected budget or investment limit for initial expansion? Factoring in both premium and mass- market positioning Recognising the value of a centralised kitchen for quality control Providing a structured top-down market sizing Suggesting phased expansion with flexibility for scale Addressing consumer adoption risk with pilot tastings Identifying dual sourcing to stabilise supply chain early on 74
- 75. Market Risk Marketing OperationalCompetitive Taste preferences Small pilot testing Gathering local feedback Supply chain disruptions Quality issues Central Kitchen Taste standardization Limited Time Offers Highlighting brand heritage story Legal/Regulatory Food safety Local Regulations 75
- 76. Your client isa mining and metal company that wants to enter different industries. How would you go about evaluating its options? Sure, I’d like to begin with a few preliminary questions. First, what are the company’s core capabilities? Is it financially constrained or technologically limited? The company is financially strong, and technology is not a barrier. It’s currently a market leader in India and is gaining presence in the U.S. Alright. And is there any constraint on the customer segment or the number of sectors they’re looking to enter? No specific customer segments. The goal is to capture a large market share, and for now, you can assume they’re exploring just one new sector Understood. To further tailor my approach, where does the company currently operate across the value chain? Can you draw the value chain first? Sure, the value chain for a mining and metal company typically includes: R&D →Exploration →Inbound Logistics →Refining →Outbound Logistics →Distribution →Sales & Marketing →After-Sales Services The company operates from R&D to distribution. Got it. Based on that, I’d look at two broad avenues: 1.Horizontal expansion into related metals or products within the same industry. 2.Diversification into new industries that align with the company’s strengths and long-term global trends. Since we’re discussing new industries, I’ll focus on diversification. That’s reasonable. What industries would you consider for diversification? ROUND PARTNER CASE TYPE MARKET ENTRY INDUSTRY MINING COMPANY KEPLER CANNON FREQUENCY MEDIUM MODERATE 76
- 77. I would prioritizeindustries that meet three key criteria: High growth potential Operational or resource synergy with mining/metals Long-term strategic relevance One strong candidate is the renewable energy sector Can you elaborate on why renewable energy? It complements their existing resource-heavy operations, has global demand tailwinds, and aligns with sustainability goals that are gaining regulatory and investor focus. Plus, governments globally are incentivizing renewables, making it a policy-aligned play as well. Fair enough. Within renewable energy, what specific opportunities would you explore? I would recommend exploring biofuels. Here’s why: 1.India is a global leader in biofuel production 2.The International Biofuel Alliance recently signed between India, the U.S., and Brazil shows long-term geopolitical support 3.It's less capital intensive than solar/wind infrastructure and leverages supply chain/logistics strengths of the client 4.By 2040-2050, biofuels are expected to be fully mainstream — early entry now = first-mover advantage Makes sense. How would you suggest the company enters this space? There are a few options: 1.JV with an AgriTech or energy company for quicker access to biofuel expertise 2.Greenfield investment if control is a priority 3.Acquisition of a small but promising biofuel startup to fast-track entry and gain IP 4.They can start with pilot projects in key Indian states and gradually expand. Great insights. We can close the case here 77
- 78. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Whatare the company’s core capabilities? Is it financially constrained or technologically limited? 2.Is there any constraint on the customer segment or the number of sectors they’re looking to enter? 3.Where does the company currently operate across the value chain? The candidate proactively mapped out the entire mining & metals value chain Framed biofuels as a first-mover opportunity that aligns with 2040- 2050 projections—showing awareness. INDUSTRY Risks Operational effeciency Country In Curerent Business Model Marketing attractiveness Competition 4Ps cost segmentation PESTEL Industry Wear and Tear Poor Quality Checks Low Quality Vendor Financial Attractiveness Growth percentage Currency Fluctuations Barriers to entry Market Size Price (-vc) Market Share Costs Electroni cs Automobile Percentage demand in each Weighted Average for total demand Percentage Growth pf Industries Demand by Industry MARKET SIZE Margins Percentage Growth India Demand Global 78
- 79. Jio wants tolaunch an India-based cooking show. How should they go about this? I understand the problem statement, but I have some preliminary questions. Go ahead. What is the objective behind this? To become the most watched app in India, basically to grow their viewership. Are there any budgetary or time constraints that should be kept in mind? There are no constraints on budget. However, they do want to launch within the next six months. Is there any specific audience that they are catering to? They will mostly cater to households. And because it's a cooking show, they are targeting women a little bit more than men. Are there any other firms that are getting into this? No other firms are getting into this if it’s executed within the six-month timeline. Otherwise, other firms might also try to get in. Since they want to become the most watched app, will it be like Jio Cinema, which is only OTT-specific, or are they targeting TV as well in some form? This is a good question. No, it won’t be OTT-specific; they’ll try targeting TV audiences as well. ROUND MANAGER CASE TYPE MARKET ENTRY INDUSTRY ENTERTAINMENT COMPANY MCKINSEY& CO. FREQUENCY HIGH MODERATE 79
- 80. Okay, market entrycan be broken down into: · Financial feasibility · Operational feasibility · Assessing the risks involved Do you want me to focus on any specific segment? Focus on financial feasibility. So, we'll be estimating the revenue that can be generated. Instead of revenue, estimate the viewership that they can get, the number of households that can be targeted, etc. Then I’ll start with the estimates. Population of India = 1.4 billion or 1400 million people Now, segregating using a very basic 70-30 split, with 70% of people living in rural India and almost 30% living in urban India, Population in urban areas = 400 million (approx.) Population in rural areas = 1000 million (approx.) Dividing these by 4 (= the average household size), we get 100 million households in urban areas and 250 million households in rural areas. Further breaking it down according to income in urban areas, · Upper-income households (approximately 20%) · Middle-income households (approximately 50%) · Lower-income households (approximately 30%) Is it fair for me to assume that penetration will be much less in lower-income households in urban areas? Can we eliminate the 30%? Yes, that's fair. Okay, so 100 million households in urban areas, 20% upper-income households, 50% middle-income households, that gives 20 million households in the upper-income group and 50 million households in the middle-income group. Assuming that there are two TVs per household in the upper-income urban group and one TV per household in the middle-income urban group, it will give us 40 million for upper-income and 50 million for middle-income. 80
- 81. And now, inrural areas, there are 250 million households in total. Assuming a filter of 10%, 30% and 60% for upper-income, middle-income and lower-income households respectively. Assuming that there's 1 TV per household in the upper-income group, there are a total of 25 million. In the middle-income group, which was 30% of these 250 million households in rural India, you assume that there are 75 million households and then 0.5 TVs per household, so 37.5 million in total. I will be ignoring the lower-income households from this guesstimate, considering the fact that TV penetration rate there will be low. Now, coming back to urban areas, · 20 million households in the upper-income group with two TVs per household · 50 million households in the middle-income group with one TV per household Totaling that gives 90 (40+50) million, and assuming approximately 50% of them would want to watch cooking shows (since the target is women), and out of them, approximately 40% would want to watch a cooking show by Jio (because it has a market pull). 90 x 50% x 40% = 18 million is the estimated viewership in urban areas approximately But the assumptions for rural areas still looks a little bit aggressive to me and I would like to tweak it a little. Yeah, sure, the number for rural areas looks a little bit aggressive to me as well. In rural India, there were 25 million households in the upper-income group and 75 million households in the middle-income group. Instead of taking one TV and 0.5 TV, respectively, I will take 0.5 TV in the upper-income group for rural India and 0.25 TV per household in the middle-income group. Changing the calculations a little bit: · 25 million x 0.5 TVs per household = 12.5 million households, so approximately 10 million (upper-income) · 75 million x 0.25 TVs per household = 18.75 million households, so approximately 20 million (middle-income) Now, totaling this gives us 30 million. Assuming a penetration rate of 60% in watching cooking shows. The propensity of women in rural India to watch these cooking shows might be higher as compared to urban areas since they have more free time. Also, maybe 50% of them would be inclined to watch a cooking show by Jio. 30 x 60% x 50% = 9 million is the estimated viewership in rural areas And summing up the estimated viewership in rural and urban areas gives us, 9 + 18 = 27 million. Therefore, the estimated viewership for this show is 27 million. Good estimate. The case ends here. 81
- 82. Urban (30%) 400 million India’sPopulation = 1.4 B Rural (70%) 1000 million 100 mn. households 250 mn. households Upper (20%) Middle (50%) Lower (30%) Upper (10%) Middle (30%) Lower (60%) 20 Mn. x 2 TV = 40 million 50 Mn. x 1 TV = 50 million 25 Mn. x 0.5 TV = 12.5 million 75 Mn. x 0.25 TV = 18.75 million Cooking show penetration = 60% = 18 million (app.) Jio specifically = 40% Jio specifically = 50% 18 million 9 million 27 million Cooking show penetration = 50% = 45 million ESTIMATE VIEWERSHIP OBJECTIVES MARKET ENTRY Women and Households RISKS Grow viewership FINANCIAL ATTRACTIVENESS OPERATIONAL FEASIBILITY OTT + TV Launch in 6 months No . of Viewers Revenue per viewer Done on next page BROWNIE POINTS 1. Adjust assumptions when unrealistic. 2. Segment households by income, TV access, gender, and gender based habits (cooking shows) 3. quick in math; using different estimates 4.Focus on viewership, not revenue. 82
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- 84. MARKET GROWTH Mergers INORGANIC ORGANIC Acquisition JointVenture Partnerships Revenue/User No of User No of transaction/user Revenue/Transaction Cross Selling Loyalty Programs Discount Bundling Upselling Existing Markets New Markets Increase Volume Increase Price No of transaction/user Revenue/Transaction Culture and Contextual Fit Assess Tech and Media Penetration Increase Product Mix Increase Customer Base Language and Communication Cultural Norms Local Practises Business Consumer Behaviour Preferences 84
- 85. No.Of Users EXISTING MARKETS NEW MARKETS Geographical Expansion Business Integration DomesticInternational Value Chain Analysis Internal Quantitative External Cash Flows ROI/ Hurdle Growth Diversification 85 1. What is the average growth rate of the industry? How does the client compare? 2.What is the expected timeframe for achieving the growth target? 3.Are there any budgetary, operational, or resource constraints to keep in mind while suggesting solutions? 4. Is the company aiming for growth in existing markets or new markets? 5.How saturated is the current market, and what’s the competitive landscape like? 6.Why is the client targeting growth? Is it to satisfy investors, stay competitive, or meet internal goals? 7. Is there a particular timeline for achieving a set percentage of growth or is there flexibility? PRELIMINARY QUESTIONS Market growth cases focus on identifying ways a company can increase its revenue, user base, or market share. Growth can be organic— through pricing, product expansion, or customer acquisition—or inorganic, such as mergers, acquisitions, or partnerships. These cases test your ability to find practical, scalable solutions tailored to the company’s context. To solve them, it’s important to analyze both internal factors (like product mix and customer segments) and external factors (such as industry trends or competition).
- 86. So your caseis about growth in aerospace manufacturing, particularly around commercial aircraft in India. How would you approach this? Just to clarify- when we say "aerospace manufacturing" here, are we talking about building specific components, assembling aircraft, or producing full commercial airplanes? The focus is on assembling and manufacturing full-passenger aircrafts in India. Got it. So basically we’re trying to step into the commercial aircraft space in a big way. Right now, India’s got some experience with defense- related manufacturing, but this is definitely a different game. So are we assuming this as starting afresh, like a greenfield initiative, or are we building up from existing infrastructure, maybe from the defense side? There’s some base from defense manufacturing, but commercial aircraft is a bit different, so yeah, it’s kind of a fresh push. Makes sense. And just to understand the intent, is the goal here mostly to meet domestic demand, or are we aiming to become an export hub down the line? For now, let’s assume domestic focus, with future potential to scale for exports. Got it. Also, is this being driven more by the private sector, or is the government playing a central role in pushing this? It’s expected to be a public-private effort, government support, but private execution Okay, but before diving into ideas, I’d like to structure my thoughts around three things: first, where we currently stand, second, who the key players are, and third, what steps we could take to grow. Is that alright? Yes, go ahead. Okay, so talking about India’s current position in the commercial aerospace industry, their market presence is still pretty new. In general, it’s tough ROUND BUDDY CASE TYPE MARKET GROWTH INDUSTRY SPACE COMPANY MCKINSEY & CO. FREQUENCY MEDIUM LOW 86
- 87. to enter, thereare super high entry barriers, long timelines, and the tech needs to be really precise. So if we want to be a serious player here, we’ll need help from big global companies who are also the key players of this industry like Boeing, Airbus or Lockheed, we would also require government backing, and a local ecosystem that can actually build and support full aircraft manufacturing. Any country you’d look to for inspiration? Brazil comes to my mind. Example of Embraer shows how it grew because of strong government-industry coordination and a clear export vision. China’s another example, they started with partnerships and now have COMAC. I think India could take a hybrid approach, borrow China’s aggressive policy push but with Brazil’s focused, midsize aircraft strategy to begin with. Alright, that was a good walkthrough. Thanks. 87
- 88. AIRCRAFT MANUFACTURING GROWTH STAKEHOLDERROLES EXISTING CAPACITY Global Benchmarks Global OEM Partnerships Policy Push Skill to Talent Development Vendor Ecosystem Developement Blended Finance Models Brazil (Embraer) China (COMAC) PRELIMINARY QUESTIONS BROWNIE POINTS GROWTH ENABLERS Global OEMS Government Higher Educational Institutions Private Indian Firms Experience in defence manufacturing but minimal in commercial aviation Lacks depth in aerospace specific infrastructure and specified workforce Limited Integration with global supply chains 1.What is the main focus here - specific parts, final assembly, or full product manufacturing? 2.Are we starting fresh with a new setup, or building on top of existing infrastructure or capabilities? 3.Is the goal mainly to serve domestic demand, or are we also aiming for export opportunities down the line? Showing structured thinking early on and aligning the approach with the case context. For example, breaking it into current landscape, key players, and growth levers. This signals clarity, confidence, and real-world awareness. 88
- 89. 89 A leading telecommunicationsand IT services company has been experiencing stagnated growth over the past few years. Your task is to analyze the reasons behind this and recommend a strategy to accelerate growth over the next five years. Just to clarify- leading telecommunications and IT services company has been experiencing stagnated growth over the past few years and they want our help in identifying the reasons? Yes correct, you may start Got it. I would like to understand the company better, What is the company's core competency – telecom infrastructure, IT services, or both equally? The company started as a telecom infrastructure provider but has gradually expanded into IT services. Currently, telecom services account for about 65% of revenue while IT services contribute 35%. Their core strength remains in network infrastructure, though they've been working to build capabilities in cloud solutions and managed services.". Makes sense. And has the company made any major investments, acquisitions, or shifts in product focus recently? Are we looking to grow organically, inorganically, or both? Yes, they acquired a mid-sized cloud services provider two years ago for $300 million, but integration has been slower than expected. The company is open to both approaches Got it. I would start with a structured approach, analyzing the company’s current situation, market segmentation, and industry trends before developing a strategic recommendation. To begin, could you provide more details about the company’s revenue-generating products and its market presence? Sure. The company has three major product categories catering to different customer segments. It operates in multiple geographies but primarily focuses on mass-market telecommunications and SaaS-based products. Over the past five years, its growth has remained in the 6-7% range, which is relatively slow. What insights do you derive from this? ROUND BUDDY CASE TYPE MARKET GROWTH INDUSTRY SPACE COMPANY MCKINSEY & CO. FREQUENCY MEDIUM LOW
- 90. The stagnation suggeststhat the company’s core revenue segment has matured. I would categorize the customer base into three segments: Segment A: Mass market (60% of revenue, 6-7% growth) Segment B: Large enterprises (30% of revenue, 8-9% growth) Segment C: Niche businesses (10% of revenue, 15-20% growth) From this breakdown, it’s clear that the company has heavily relied on Segment A, which is growing slowly, while Segment C has high potential but remains underinvested. Would you like me to validate this hypothesis with additional data points? That’s a solid analysis. Let’s move on to industry trends. What challenges and opportunities do you foresee? Key industry trends include: 1.Digital Transformation & Automation: Customers are shifting toward more specialized IT solutions. 2.Increased Competition: Emerging tech startups are offering innovative, cost-effective solutions. 3.Evolving Customer Preferences: Large enterprises and niche businesses demand tailored solutions rather than generic offerings. These trends suggest that the company must adapt its strategy to focus on high-value, customized solutions. Would you agree? Yes. Given these insights, what strategies would you recommend to accelerate growth? I propose a three-pronged approach: 1.Increase Customer Acquisition- Expanding sales efforts toward high up growth segments (B & C) and building strategic partnerships with niche industry players to establish credibility. 2.Enhance Revenue per Customer- We should upsell and cross-sell premium solutions to existing customers and offer customization to improve retention and increase pricing power. 3.Optimize Customer Mix- It’s crucial to shift the strategic focus from Segment A to Segments B and C and to develop industry-specific solutions to cater to evolving customer needs. 90
- 91. Interesting. How wouldyou assess the financial impact of this strategy? I would conduct: Revenue Projections, to estimate growth over a 3-5 year period based on market penetration and wallet share. Market Share Analysis, to measure potential gains in Segment C and its contribution to total revenue. Sensitivity Analysis, to assess risks and rewards of shifting resources toward higher-growth segments. Good approach. Before we wrap up, what potential risks might arise from this shift, and how can they be mitigated. Potential risks include: 1.Revenue Volatility: Moving away from Segment A might impact short-term revenue stability. Mitigation: Implement a phased transition while maintaining core offerings for mass-market customers. 2.Execution Risks: Expanding into new segments requires specialized expertise. Mitigation: Invest in hiring domain experts and leveraging strategic partnerships. 3.Competitive Threats: Startups might respond aggressively to our shift. Mitigation: Differentiate through innovation and value-added services. Excellent analysis. To conclude, how would you summarize your recommendation? The company must pivot toward high-growth segments while maintaining a stable revenue base. By focusing on customer acquisition, revenue enhancement, and optimizing its customer mix, the company can achieve sustainable long-term growth over the next five years. Great job! Thanks for your insights. 91
- 92. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Arethere specific geographies where growth has stagnated more than others? 2.Is the company’s brand perceived differently across customer segments (A, B, C)? 3.What internal capabilities or resources does the company have that could be leveraged for growth? 1.Identifying Segment C (niche businesses) as high-potential and underinvested 2.Using industry trends to link customer needs with strategy (e.g., demand for tailored IT solutions) 3.Shifting focus from revenue-heavy to growth- heavy segments thoughtfully, not abruptly 4.Proposing upselling/cross-selling and product customization to increase wallet share 5.Backing strategic shift with clear financial tools: revenue projections, sensitivity & market share analysis IT SERVICE COMPANY GROWTH EXISTING CHANNELS NEW CHANNELS (Net Growth 6%) (60% Revenue, 6-7% Growth) (30% Revenue, 8-9% Growth) (10% Revenue, 15-20% Growth) Under- Invested Heavy Reliance Medium Reliance Niche Business Mass Market Large Enterprises Market Segmentation Current Growth Expansion Areas Emerging Technology (AI, Cyber- security) Automated AI Solutions Cost Effective and Niche Business Tailored Solutions Optimise Customer Mix Increase Customer Acquisition Enhance Revenue Financial Feasibility Revenue Projections Market Share Analysis Sensitivity Analysis Revenue Volatility Execution Risks Competitive Threats Risks 92
- 93. Your client isFlipkart, India's leading e-commerce marketplace. They aim to decisively outperform their main competitor, Amazon India, within the next 2-3 years. The client wants a comprehensive strategy to increase their market share and solidify their position as India's dominant e-commerce platform. Thank you for the case. To ensure I understand the objective clearly, is the client looking to surpass Amazon in specific metrics like market share, revenue, customer base, or overall brand perception? What do you think would be most relevant for an e-commerce platform looking to establish dominance? I believe market share expansion would be the primary objective, especially given the significant growth in the e-commerce industry post-COVID. This would encompass several components including customer acquisition, order volume, and gross merchandise value. India's e-retail sector has seen accelerated growth, particularly with increasing adoption in Tier 2 and Tier 3 cities. That's correct. The e-retail industry has indeed seen substantial growth post-COVID. Previously, consumers in Tier 2-3 cities were hesitant to shop online. What factors do you think have contributed to this change? I'd attribute this shift to several factors: 1. Social trends - Fashion trends and product launches reach physical stores in smaller cities much later than they appear online, creating an incentive to shop digitally 2. Competitive pricing - E-commerce platforms can offer better prices due to reduced overhead costs 3. Product variety - Online platforms provide access to a wider range of products than local stores 4. Logistics improvements - Faster delivery even to remote areas has improved the customer experience For example, trendy fashion items might take months to reach physical stores in smaller cities, whereas online platforms offer immediate access. Let's break this down further. What factors influence a user's decision to download and use an e-commerce app? The key factors would include: 1. Need awareness - Recognizing the app solves a shopping need 2. App store reviews and ratings - Social proof of quality 3. Peer recommendations - Hearing positive experiences from friends and family 4. Ease of use - User-friendly interface and navigation 5. Marketing promotions - Special offers and discounts for new users You're missing an important practical consideration that affects many users in India. ROUND PARTNER CASE TYPE MARKET GROWTH INDUSTRY E-COM COMPANY Bain & Co. FREQUENCY HIGH MODERATE 93
- 94. Storage availability onphones could be a significant factor. Many users in India have budget smartphones with limited storage capacity, which affects their decisions about which apps to keep installed. Exactly. Although smartphone affordability has increased and storage capacity has improved, it remains a consideration. Let's talk about delivery capabilities. What observations do you have about Flipkart versus Amazon in this area? From my observation, Flipkart has several advantages in delivery: 1. Post-lockdown recovery - Flipkart resumed deliveries earlier than Amazon in many cities 2. Delivery speed - Flipkart often provides faster delivery times, especially in Tier 2 and 3 cities 3. Distribution network - Flipkart has built a more extensive network in India, particularly in non-metro areas 4. Hyperlocal delivery - Flipkart's quick commerce initiatives have expanded rapidly Returns are another critical aspect of e-commerce. Did you know that approximately 25% of product value is returned? This is sometimes due to exploitation of return policies. That's a significant percentage. The standard 30-day return window might be exploited by some customers who use products temporarily and then return them. Could Flipkart adjust their return policies to address this? This is actually government-mandated. What other solutions might help reduce returns without changing the policy window? Flipkart could implement several measures: 1.Defect verification - Require photos of defects before accepting returns 2.Delivery confirmation - Have delivery personnel verify product tags and packaging integrity 3.Improved product information - Provide more accurate descriptions, sizing guides, and images to reduce expectation mismatches 4.Distribution network optimization - Ensure products arrive in perfect condition by improving handling 5.Return fees for non-defective items - Implement nominal fees for returns that aren't due to product defects Good suggestions. Now, let's assume Flipkart successfully surpasses Amazon but begins to face market saturation. How could they sustain growth? 94
- 95. To sustain growthbeyond market saturation, Flipkart could pursue several strategies: 1. New segment expansion - Enter adjacent markets like OTT streaming (similar to Amazon Prime Video) 2. Regional specialization - Focus on region-specific products and services tailored to local preferences 3. Enhanced customer engagement: - Loyalty programs like Flipkart SuperCoins - Personalized shopping experiences - Gamification elements that increase time spent on the platform 4. Vertical integration - Developing private label brands across categories 5. International expansion - Enter new markets beyond India 6. Social commerce - Integrate social media features and community-based shopping Great discussion. This is how we solve real-world cases. Did you enjoy it? Absolutely. It was interesting to explore the various dimensions of e-commerce competition and think through concrete strategies for market leadership. Great. That concludes our case. 95
- 96. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Specificmetrics for "outperforming" (market share, revenue, customers) 2.Geographic focus (urban vs. rural, specific regions) 3.Timeline expectations and milestones 4.Available resources and budget constraints 5.Current competitive advantages to leverage 1.Understanding the importance of smartphone storage in app adoption 2.Recognizing the distinct shopping behaviors in Tier 2-3 cities 3.Acknowledging the high return rates and their impact on profitability 4.Identifying the role of fashion in driving e-commerce adoption 5.Considering post-dominance strategies for sustainable growth FLIPKART MARKET GROWTH ORGANIC INORGANIC Number of Customers Revenue Per Customer Distribution Competitive Pricing Product Variety Faster Delivery Tier 2-3 City Customers App Dowanloads Awareness App Reviews Peer Recommendations Ease of Use Promotions Mobile Storage Delivery Speed Vast Distribution Network Hyperlocal Delivery AOV Returns New Segment (OTT) Localised Products Loyalty Programs Increase AOV Add New Brands Defect Verification Delivery Monitoring Distribution Optimisation Return Fees Decrease Returns 96
- 97.
- 98. PRELIMINARY QUESTIONS PRICING Internal External ReturnBased Cost Based Fixed (rent, salaries, machinery) Variable ( raw materials, shipping, packaging) Profit Margin ( Markup, added over total cost) Market Forces Value Based Competition Willingness to pay Perceived Value Differentiation ROI Target Capital Investment Profit Objectives Benchmarking Price Parity Market Positioning Demand Supply Seasonal Macrotrends 1.Pricing cases are used to assess how a specific product or service is priced and different factors that influence the price. 2.It involves identifying whether the pricing be influenced by the internal factors which stems from the goals of the company, costs involved and how the company operates or external factors which could be economic factors, demand of the product/service, competitor pricing, region and the scale of operations etc. Total Cost= Fixed Cost + (Variable Costs X Units) Price= Variable Cost per unit + (Total Fixed Cost)/ Units to recover fixed costs Price= Total Cost + Desired Return/ Estimated Units BROWNIE POINTS 1. What is the company's current business focus and long term goals? 2. What are the key features, lifecycle, and benefits of the product/service? 3. Is the primary objective of the company maximizing profits, increasing market share, or something else? 4. What does the competitive landscape look like for this product/service? 98
- 99. COST BASED Fixed costswhich are not influenced by level of output and variable costs are those costs which are influenced by the output- When to use- Low product differentiation Cost sensitive market Calculating floor price Clarifying Questions - 1. What are the total fixed costs (rent, salaries, machinery) and variable costs (raw materials, packaging, shipping) per unit? 2.What profit margin or markup percentage do we aim to add over the total cost? 3.Are there any hidden costs or overhead allocations we should consider? 4.How do changes in volume of production affect per-unit cost? 5.How sensitive is our pricing to fluctuations in variable costs? RETURN BASED This is influenced by the financial goals of the company, ROI target is used to ensure returns over time. When to use- High Capital investments involved (Return on Capital Investment) Benchmarking internal profits Clarifying Questions - What is our target ROI or profit objective for this product/service? What is the capital investment made, and over what time frame are we expecting returns? How many units need to be sold to recover fixed costs and meet our ROI goal? What is the estimated demand at the proposed price point? Are there alternative investments with better or safer returns we should compare this against? Internal Factors External Factors 99 VALUE-BASED This is influenced by the utility derived from the product or service to the consumers and how they perceive it When to use- Unique product or offering personalised experience High benefit or premium product where customer is willing to pay more Clarifying Questions - What is the customer’s willingness to pay for this product/service? How does the perceived value compare to competing products? What unique value proposition or differentiation does this offering provide? How price-sensitive are customers in this segment? Are there emotional or brand-driven factors affecting perceived value? COMPETITION BASED Analyzing how competitors are offering the product or service and how that impacts the pricing objective for the company’s product/service When to use- Crowded markets with similar offerings Price sensitive consumer base Clarifying Questions - Who are our main competitors and what are their prices? What is the price-quality positioning of our competitors? Are there industry benchmark prices or price ranges for similar products? What is our desired market position (premium, mid-range, economy)? Are there any pricing wars or aggressive price-cutting practices in the market? MARKET FORCES It is influenced by consumer preferences and demand When to use- Driven by external shifts such as festivals, inflation, location, climatic changes etc. Clarifying Questions What is the current demand-supply situation in the market? Are there seasonal effects or cyclical trends influencing pricing? What are the macroeconomic trends (inflation, taxes, regulations) that might impact pricing? How does customer purchasing power fluctuate in this market? Are there any upcoming events or disruptions (new entrants, regulations) likely to affect market dynamics? Internal factors of deciding the pricing are influenced mainly by the costs involved in making the product and revenue goals and expectations.
- 100. CASE TYPE PRICING Cowculator COMPANY ROUND MCKINSEY &CO. MANAGER INDUSTRY FARM EASY Your client is a farmer based in Haryana, he has a cow that he wants to sell and wants to know how to price it. How will you go about it ? Can I get some more details about the breed of the cow and if it is healthy. The cows breed is Gir, and it is healthy. Since we have to price this cow, there could be four standard pricing approaches and we also have to consider a fifth option, how this cow will play into the barter system that is primarily present in these villages. Can you elaborate on the barter system ? Villages are generally tight-knit communities where the people would generally exchange goods for goods or favors, for example a farmer could give crop waste like husk or straw as fodder for a cow and get some milk in return, would you like me to start my analysis with such a system ? Excellent point! However, for this situation we would not consider such interactions. What else do you think could be done to price it? I can think of four approaches to price the cow, a cost-based approach that would allow us to calculate expenses (feed, care, breeding) to determine break-even or replacement cost, a competitor/market based approach which would give us a benchmark by analysing recent sale prices of similar cows in local auctions or farms, an income based approach based on future earnings (milk, calves) and finally a value-based approach which would be pricing the cow based on intrinsic worth (e.g., breed rarity, genetic superiority, or sentimental value) Please go ahead with all four, starting with the cost-based approach To start with cost-based pricing, I'd need to understand two things: First, how much did the farmer originally pay for the calf, and second, what are his annual expenses to maintain the cow - things like fodder cost, veterinary care, and any labor costs? He bought it as a calf 4 years ago for ₹20,000. Annual expenses are around ₹30,000. FREQUENCY MEDIUM 100
- 101. Cowculator So over 4years, that’s ₹1.2 lakh in upkeep plus the ₹20,000 initial cost—₹1.4 lakh total investment. With a 10% margin, a break-even price would be around ₹1.5–1.55 lakh. That’s a useful floor, but to assess if this is viable, I’d want to benchmark it against the market. What are similar Gir cows selling for in the region? On average, 5-year-old Gir cows go for ₹1 to ₹1.2 lakh. If they yield more than 10L of milk per day, they can fetch 10–15% more. So high-yielding cows might touch ₹1.3–1.4 lakh. That puts our cost-based price on the higher side of the market range, which means we’d need to justify the premium— either through productivity or other value indicators. Should I continue with the income-based approach? Yes, go ahead. Let’s say the cow produces around 10 liters of milk per day and milk sells for ₹40/litre. Assuming 300 productive days in a year, that’s ₹400/day, or ₹1.2 lakh annually in milk revenue. If she remains productive for another 5 years, that’s ₹6 lakh in topline income. Deducting 50% for operating expenses, we’re left with ₹3 lakh in net earnings from milk. If she also produces a calf every year, and each sells for ₹25,000–₹30,000, that’s an additional ₹1.25–1.5 lakh. So total income potential is about ₹4.25–4.5 lakh. Based on this, pricing her at ₹1.5–1.8 lakh would be justifiable for a buyer looking at ROI. That’s a solid estimate. What about value-based pricing? That would depend on intangible factors. Does the cow have a noteworthy lineage, any awards, or consistently healthy calves? Yes, she comes from a prize-winning bloodline, her health is excellent, and her calves are usually top performers at local fairs. That significantly boosts perceived value. In livestock markets, elite bloodlines and proven health records can fetch 15–25% premiums. If average cows go for ₹1.2 lakh, she could reasonably be priced at ₹1.6–1.7 lakh. Especially for breeders or dairy businesses looking to improve their herd, the added genetic value is a real incentive. Why would someone pay that premium in a rural setting? 101
- 102. Because this cowisn’t just a production unit—it’s a premium genetic asset. For serious dairy farmers, her pedigree means better offspring, more predictable milk yield, and lower health risks. Additionally, owning a cow of such lineage carries prestige, especially in tight-knit farming communities. It’s like owning a “trophy asset” that also generates returns. Well reasoned. No further questions—this covers it. Cowculator 102
- 103. PRELIMINARY QUESTIONS BROWNIE POINTS CostBased Income Based Competitor Based Value Based Bought (4 years ago) = Rs 20,000 Annual Expenditure = Rs 30,000 Over 4 Years - 30000*4= 1,20,000 Total Amount Spent on Cow = 1,20,000 +20,000= 1,40,000 Cost Based Value Based Considering 10 % Profit Margin Pricing cows to cost based = Rs 1.50 Lakh - Rs 1.54 Lakh Assuming Price of Milk= Rs 40 /Litre Income Earned from Cow =10 * Rs 40 * 300= 1.2 L annually (assuming 300 productive days ) (assuming 10L of milk a day ) For 5 years = Rs 1.2 L * 5 = Rs 6 L Profit from milk (after 50% operating margin)= Rs 6 L * 0.5 =Rs 3 L Earnings from calf (assuming 1 each year and priced Rs 25 k- Rs 30k and for 5 years ) =Rs 1.25 L -Rs 1.5 L Total Earning Potential = Rs 4.25 L - Rs 4.5 L Cowculator 1.What breed is the cow?Is the cow healthy? 2.How this cow will play into the barter system that is primarily present in these villages. 3.For cost based pricing- how much did the farmer originally pay for the calf, and second, what are his annual expenses to maintain the cow - things like fodder cost, veterinary care, and any labor costs? 4.What are similar Gir cows selling for in the region? 5.Does the cow have a noteworthy lineage, any awards, or consistently healthy calves? 1.Smart inclusion of the barter system as a potential pricing lens, showing sensitivity to village economies and localized trade behaviors, even though it wasn’t used. 2.Use of Income pricing method going beyond standard pricing framework. 3.Positioning of the cow as a “trophy asset” by linking award-winning lineage to ROI, health, and social prestige. 103
- 104. CASE TYPE AI APP COMPANY ROUND INDUSTRY KEARNEY PARTNER TECHNOLOGY MODERATE AI,Ay, Captain A leading online learning platform is launching a new AI personalized learning subscription. The objective is to determine the optimal pricing strategy that balances accessibility, revenue max & profitability while maintaining a 60% gross margin. That’s Great. Can you please elaborate on the Pricing strategy of the platform that has been followed so far? Historically, the company has followed a fixed pricing model but is now considering a tiered pricing structure for this product. What is the customer preference? Do they want an affordable option or are they ready to pay more? Some users want an affordable option, while others are willing to pay significantly more for premium AI-driven features. This is a compelling challenge. I’d approach it by analyzing four key dimensions: Who are our target users, and how price-sensitive are they? What’s the perceived value of AI-powered learning? How are similar offerings priced, and where do we want to position ourselves? How do different pricing models affect revenue, margins, and customer acquisition? This structure works. Let’s begin with customer segmentation. How would you break down potential users? I’d segment users based on demographics, learning behavior, and willingness to pay. Key segments could be: • Casual Learners – Price-sensitive users who take occasional courses. • Students & Early-Career Professionals – Willingness to invest in skill-building but budget-conscious. • Corporate & Enterprise Clients – Higher willingness to pay for professional development at scale. • High-Engagement Users – Individuals willing to pay a premium for extensive personalization, AI-driven recommendations, and exclusive content. Interesting. Based on this, would you propose a specific pricing structure? And how would you go about determining the right price points for each tier? FREQUENCY LOW 104
- 105. AI, Ay, Captain I’dpropose a three-tier approach—but before defining specific price points, I’d recommend grounding the pricing in a few steps: First, we need to ensure the pricing allows for a 60% gross margin. Let’s assume the average cost/user (content delivery, AI engine usage) is around $4/month for the Basic plan, increasing to $12/month for more advanced AI features in the Pro tier, & possibly $40/month per seat for Enterprise with integrations and reporting tools. With a 60% margin target, we’d want to price the: Basic Tier at minimum $10/month ($4 cost →$6 profit = 60% margin) Pro Tier at minimum $30/month ($12 cost →$18 profit = 60% margin) Enterprise Tier at $100/month per seat ($40 cost →$60 profit = 60% margin) But we still need to validate whether users perceive this as fair value. Looking at competitors: Coursera Plus charges ~$59/month with AI summaries and tracking tools. LinkedIn Learning offers subscriptions around ~$39/month. Platforms like Skillshare and MasterClass range from $15–$25/month. Given that, and factoring in the added value of personalization through AI, we can position Basic competitively, keep Pro at a premium for AI differentiation, and Enterprise with flexible pricing depending on scale. That’s a thoughtful build-up. How would you define the tiers now? Based on cost, margin targets, perceived value, and competitors: 105
- 106. AI, Ay, Captain BasicTier ($10/month) – Access to standard courses, limited AI features. Pro Tier ($30/month) – Personalized learning paths, advanced analytics, progress tracking, priority support. Enterprise Tier (~$100/user/month) – Custom plans for companies with bulk licensing, advanced reporting, and platform integrations. This setup meets both margin goals and aligns with market expectations. Great. Let’s assume a base of 100,000 potential users. How would you forecast revenue under this model? Sure, I’d forecast by estimating adoption rates across tiers: Basic Tier – Let’s assume 60% adoption →60,000 users × $10/month = $600,000/month Pro Tier – 30% adoption →30,000 users × $30/month = $900,000/month Enterprise Tier – 10% from companies, averaging 5,000 seats at $100/month = $500,000/month Total Monthly Revenue = $600K + $900K + $500K = $2 million Annual Revenue = $24 million At 60% margin, profit = $14.4 million annually Would you like to run a sensitivity analysis for different adoption scenarios? I’d be happy to if needed—shifting adoption percentages or pricing slightly can help stress-test the revenue model. But even at moderate variance, this structure is likely to balance accessibility with profitability while supporting future scale. No need—this is well thought out. Excellent work! Strong structure, analytical depth, and creativity in pricing models. Thanks for your time! Thank you! I really enjoyed the discussion. 106
- 107. PRELIMINARY QUESTIONS BROWNIE POINTS AI,Ay, Captain Pricing Structure Target Users Value of AI powered Learning Price Benchmarking Pricing Models Price Sensitive Not sensitive Revenue Margin Customer Acquisition Casual Learners Students & early career professionals Corporate & enterprise clients High Engagement Users 1.Who are the target customer segments, and how price-sensitive are they? 2.What are the competitive pricing benchmarks in the market? 3.What features should be differentiated across pricing tiers? 4.How does pricing impact revenue, margins, and customer retention? 5.What risks exist, and how can they be mitigated? 1.Using A/B testing insights to justify a tiered pricing model. 2.Considering alternative monetization strategies like freemium, usage-based pricing, and early-bird discounts. 3.Performing revenue simulations to ensure financial feasibility. 4.Highlighting cannibalization risk and the need for careful rollout strategies. 107
- 108. AI, Ay, Captain PricingStructure Cost $12/ Month $4/ Month $40/ Month Pro Plan Cost/ User Basic Plan Enterprise Integrations Pro = $30/month Basic = $10/ Month Enterprise= $100/ month Cost + Profit Potential Users = 100,000 30% $900,000/m 60% $600,000/m 10% $500,000/m $2 Million * 12 = $24 Million 108
- 109. Star Sports isintroducing bidding for a broadcast of a series like IPL. It is like a mini-IPL with 10 overs & 100 delivery, called the 100. BCCI is in charge of it. Consider the factors that will account for your bidding & how much you should bid exactly. Thank you for presenting this case. To understand the bidding strategy for Star Sports, I'll need to evaluate various factors that influence the broadcast value of this new cricket format. Let me start by asking a few clarifying questions. Will this tournament include only Indian players or international players as well? No. All the cricket-playing countries. Will the broadcast rights be for India only or worldwide? Worldwide. What is the expected duration of the tournament? Similar to the IPL, around two months. Do we already have information about confirmed sponsors ? Why don't you consider that while structuring it? Are there any benchmark bids from competitors we should be aware of? There is no particular competitive amount, we just want to check our financial feasibility. I’ll structure my approach to determine the optimal bid amount for Star Sports. I'll analyze this using four key dimensions: Viewership Potential, Revenue Streams, Cost Structure and Strategic Value. Let me start with the revenue streams to understand the potential return on investment (ROI). ROUND PARTNER CASE TYPE PRICING INDUSTRY ENTERTAINMENT COMPANY BCG FREQUENCY HIGH MODERATE 109
- 110. Can you listthe sources of revenue? For revenue streams, I'll categorize them into three main buckets: Subscription Revenue- 1.Incremental subscriber acquisition 2. Premium subscription tier opportunities 3.Pay-per-view potential in select markets Advertising Revenue- 1.In-match ad spots (between overs and wickets) 2.Pre/post-match show sponsorships 3.Digital platform ad integration 4.Stadium perimeter advertising Sponsorship & Licensing- 1.Title sponsorship 2.Team/jersey sponsorships 3.Highlight rights licensing 4.Content syndication opportunities The revenue streams are satisfactory. Can you look at the cost factors? For the cost structure, I'll divide it into two main categories: 1.Direct Costs- Production Costs, Camera crews and equipment, Commentary team, Production staff, Technical infrastructure, Digital streaming platform costs & International feed distribution 2.Indirect Costs- Opportunity Costs, Displacement of other programming, Resource allocation trade-offs & Scheduling conflicts with other properties Now, calculate the potential bid amount based on Expected Value (EV) analysis , 110
- 111. Expected Revenue Calculation: SubscriptionRevenue: Assuming 10 million additional subscribers at ₹ 2 premium = ₹ 20 million Advertising Revenue: 60 matches × 3 hours per match × 15 ad spots per hour × ₹ 10,000 per spot = ₹ 27 million Sponsorship & Licensing: Title sponsor: ₹ 15 million, Team sponsorships: ₹ 10 million & Licensing: ₹ 8 million Total Expected Revenue: ₹ 80 million (₹ 8.5 Crores) Expected Costs: Direct Costs: Production=₹ 15 million and Broadcasting= ₹ 10 million Indirect Costs: Opportunity costs= ₹ 5 million and Risk contingency= ₹ 5 million Total Expected Costs: ₹ 35 million Net Expected Value: ₹ 80M - ₹ 35M = ₹ 45 million (₹ 4.5 Crores) Okay. Do you have any recommendations? Based on my analysis, I recommend that Star Sports bid up to ₹ 45 million for the broadcast rights of "The 100" tournament. This represents the expected value of the opportunity. However, I would further refine this recommendation with three strategic considerations: 1.Market Positioning Factor: I would add a 10-15% premium (₹ 4.5-6.75 million) if securing this property helps Star Sports maintain market leadership against emerging competitors. 2.Portfolio Diversification: The bid should be adjusted based on how this new format complements Star Sports' existing cricket portfolio. If it attracts a different demographic or fills a seasonal gap, a higher bid may be justified. 3.Long-term Rights Value: Consider the potential for multi-year rights deals. If the first year proves successful, subsequent years could generate higher returns through established viewership and brand recognition. Therefore, my final recommendation is to bid between ₹ 45-50 million, with a maximum ceiling of $52 million if the strategic value is exceptionally high. A bid higher than this would likely lead to financial losses based on our analysis. Thank you. We can close the case. 111
- 112. PRELIMINARY QUESTIONS BROWNIE POINTS BIDAMOUNT COST REVENUE STREAMS Advertisement s Sponsorships Indirect Subscription Boosts Production Staff Production Costs Technical Infrastructure Direct Opportunity Costs Displacement of Other Programs Resource Allocation Trade-offs Premium Subscription Pay per view Incremental Subscriber Acquisition Title Sponsorship Team/Jersey Sponsor Highlights right Licensery Content Syndication In Match Ad Spots Pre/Post Match Show Sponsorships Stadium Parameter Advertising Digital Platform Ad Integration Digital Streaming Platform Costs 1.“Is this a one-time event or a recurring annual league?” 2.“Will Star Sports have exclusive broadcast and digital rights globally?” 3.“Will matches be held in India or across international venues?” 4.“Are there confirmed teams or franchises, or is the structure still evolving?” 1.“This short-format league caters perfectly to Gen Z’s quick-viewing habits and OTT preferences.” 2.“Owning early rights allows Star to shape the narrative and dominate a new cricketing sub-format.” 3.“Positioning it as an off-season property avoids IPL overlap and smoothens revenue cycles.” 112
- 113. A biotech firmhas developed a pill with unprecedented potential. You’ve been brought in to help them price it. Let’s begin. Understood. Before diving into structuring, I’d like to ask a few clarifying questions to better scope the case— What is the nature of the pill’s impact—are we talking about life extension, cure, or something else? It grants permanent immortality when taken consistently over a period. Interesting. Is it a single dose or recurring? Is the pill safe and already approved, or is it in experimental phase. Weekly intake for one full year—so 52 doses total and it’s been approved for release in the Indian market Do we have exclusive rights or are competitors expected? And Lastly, are there any constraints on where it will be sold? It’s a complete monopoly. Patented. No competitors. It’s going to be offered globally. Perfect. I have enough to begin. I’ll structure this using three broad filters to arrive at the most rational pricing: cost-based feasibility, perceived value, and strategic impact. I’ll also layer in societal constraints and risk variables. Alright, go on. Now, starting with the cost-based pricing, what is the variable cost per pill that we're spending? What is the fixed cost on R&D expenditure? The manufacturing cost is $10 per pill. The R&D expenditure is $1 billion. Over how many years are we planning to retrieve this R&D expenditure or the invested amount? Were there any other expenses? We have to recover the cost over two years. There were additional costs of capital and manufacturing & machinery of around $10 billion and $200 million, respectively. C ROUND BUDDY CASE TYPE PRICING INDUSTRY HEALTHCARE COMPANY BCG FREQUENCY LOW DIFFICULT 113
- 114. I am encounteringan issue. Unless we know the number of pills or the population that we are sending it to, cost-based pricing is a little bit difficult. Yes, I agree. But can you craft an equation out of this? Yes. I am assuming $10 per pill to be the cost and considering the number of pills we’ll sell to be X. Therefore, (10X)*52 = the variable cost per pill. The fixed cost per pill is $10 billion divided by X. Total cost = variable cost + fixed cost = 52.10X + (10,000,000,000/X). Good. But pricing something like immortality based on cost seems… limited, don’t you think? Cost tells us viability, not value. So I’d like to explore willingness-to-pay using value-based proxies. Now, I’ll begin with the value-based approach, but I need a proxy for that. I am considering life insurance, which is the amount that you value your life at. Taking insurance of $1M premium with a cost of 15 per month, 15 x 12 x 50 (assuming you take the insurance for 50 years) =$9000 . Therefore, $9000 can be an estimated price of the pill that a person would be willing to pay. Let’s challenge that. Do people actually value life rationally? And is insurance the right proxy? Fair point. Rational proxies miss emotional behaviour. So I’d look at stress-price behaviour, particularly in crisis moments. Take COVID-19: during the early vaccine shortage, the pries of vaccines rose to $200/ dose and an average adult needed 3 doses. This accounts to a total of $6000. similarly considering the black market, the immunity boosters costed around $1000/ bottle and medicines were around 2000 (basic) and emergency pills were as high as 50,000. The oxygen cylinders (due to acute shortage and demand) costed around 10,000. Consider the multiplier during stress to be 10x (adjusted of inflation), the pricing becomes (10000+52000+6000+1000)*10x. So I believe value based pricing would give us more accurate price point Let’s say a government decides to mass produce it illegally. What’s your contingency? We’ll need IP controls. I’d recommend three protective levers: 1.Blockchain-based pill verification—each weekly dose is authenticated, so duplication fails 2.Geographic digital fencing—manufacturing relies on closed-loop smart robotics 3.A licensing model for governments: we price national access at $5B per country under diplomatic treaties 4.This prevents rogue access and keeps power aligned to those who pay—and negotiate 114
- 115. This prevents rogueaccess and keeps power aligned to those who pay—and negotiate. You’re thinking like a strategist. But pricing a premium pill is exclusive. Doesn’t that break global balance? It absolutely could. Which is why I’d propose a hybrid three-tier strategy: Tier 1: Ultra-Elite Access Assuming 10,000 individuals in India in the ultra elite population This buys time, funds global regulation, and avoids overpopulation shocks Tier 2: Government Licensing Offering sovereign rights to 20 governments for a set period of time to gain revenue from licensing This grants nations ethical control over domestic distribution. Tier 3: Time-Delayed Global Rollout After a decade of governance, open controlled access via lotteries or public health programs can also be incorporated. his balances exclusivity, ethical inclusion, and future scalability. Couldn’t the company just sell to three billionaires for $10B each and be done? Yes, but that approach weaponizes the product. The backlash could include national bans, cyberattacks, or global war. Immortality is power. Power concentration of that scale has historically triggered revolutions. The blended model creates a diffusion of access—containing destabilization while still generating trillions in long-term value. That’s a strong insight. We can close the case. 115
- 116. PRELIMINARY QUESTIONS BROWNIE POINTS CostBased Income Based Competitor Based Value Based Cost Based Value Based Lifetax FIXED COSTS R&D Costs - $1B Capital Investment- $10B Machinery - 200 M=.2B Total Fixed Cost(adding all)- $11.2B VARIABLE COSTS Manufacturing Cost per Pill- $10 Manufacturing Cost per Pill- 52*$10=$520M=$.5B Total Variable cost- $0.52X B Number of Pills sold- X Cost per pill = (Manufacturing cost + Fixed cost)/X = $0.52B+ (11.2 B /X) Cost of $1M Premium insurance = $15/ month Assuming that the average insurance life is for 50 years, Total cost= 15* 50* 12 = $9000 $9000 is this the cost people will be willing to pay 1.What are the costs of manufacturing and R&D? 2.How long does the company intend to recover the R&D expenditure? 3.What is the target market size, and is there any price sensitivity across demographics? 4.Is there a regulatory framework for this product, and are there risks of illegal production or distribution? 1.Asked clarifying questions about the product and approval status. 2. Proposed cost-based pricing using fixed and variable costs. 3. Introduced value-based pricing using proxies like insurance and healthcare costs. 4. Challenged purely cost-based valuation, citing emotional and market proxies. 5. Suggested a hybrid tiered pricing model balancing exclusivity and accessibility. 116 Stress Based Value Based Three Tier Pricing Urban Elite Time Delayed Global Govt Licensing 10,000 People 20 Government Benchmarking it with covid 19 pandemic and then using the multiplier (adjusted of inflation) Oxygen cylinders=$100 medicines= $20 (basic like paracetamol) and $500 (emergency like remdesivir) Vaccines= $2/dose*3 doses= $60 Immunity booster= $10/bottle Multiplier=10x Pricing= (100+520+60+10)*10 = $6900
- 117.
- 118. Unconventional cases aretypically open-ended, ambiguous, and don’t align with standard business frameworks like profitability or market entry. These cases require a balance of structured problem-solving, creativity, and adaptability. Example: “You are required to improve the literacy rate of your state.” There’s no single correct answer—what matters is how clearly and logically you approach the problem. Such cases can not be approached via the structured frameworks and dont have a single straight forward solution WHAT MAKES THESE CASES DIFFERENT? Lack of defined metrics or goals- the goals or objectives are not specificed usually by the interviewer. Hence, the interviewers try and test how varied can an individual think and if he/she can come up with the right set of questions to narrow down the problem statement. No fixed path or “correct” framework- There is always an attempt to test ‘Thinking out of the box’ and test logic rather than mechanically following a defined framework Broader social or conceptual themes (e.g., education, sustainability, policy change) PRELIMINARY QUESTIONS TO ASK Before building your structure, reduce ambiguity by asking 2–3 high-level questions to clarify scope and constraints: What is the specific end objective? (e.g., “Improve literacy by how much, and within what timeline?”) Is there a target segment or geography? (e.g., children, adults, tribal areas, rural vs. urban?) Are there any resource constraints? (e.g., budget, political restrictions, time, availability of teachers or infrastructure) Has anything been done already? (e.g., existing programs, partnerships, public initiatives?) How will success be measured? (e.g., literacy rate increase, enrollment numbers, exam scores?) These questions will help define the scope and guide your structure in the right direction. THINGS TO KEEP IN MIND Frame the problem as a simple mathematical formula where ever possible (e.g., Literacy Rate = Literate Population / Total Population)- your ability to deal with numbers always gives you points and then use the qualitative approach to explore the problem further. If the case is too broad, ask to narrow it down to the most relevant area or “bucket”. Bucketing (grouping related themes) is critical. Organize your structure under clear categories like infrastructure, access, policy, and awareness and try to make these buckets as MECE as possible. Don’t begin until you’re confident about the context and objective- ambiguity can derail your case 118
- 119. PROCESS Pre Post Stakeholder Resource Availability Planning& Documentation Training & Communication During Step by Step Mapping/ Process Flow Time & Cost Analysis Quality Control Bottlenecks Output Quality Feedback Loop Error Resolution Data tracking & Improvement Abstract Case Framework For high-level or conceptual problems (e.g., improving quality of life, increasing public awareness) Process-related Framework Best for operational or step-wise problems (e.g., redesigning a government workflow or education delivery) ASK THE 5 W’S Where What By Whom When Why 119
- 120. RESOURCE - CONSTRAINT Identifyresource types Measure current capacity RESOURCE EVALUATION OPERATIONAL FEASIBILITY Inventory turnover target LEVERAGE Gross margin comparsion ALLOCATION MAPPING Compare with demand Spot gaps Set decisions criterias Rank by impact Drop low Priorities & Impact Reallocate & Outsource Adapt to changes Set KPIs & Monitor Automate & cut costs Resource Constraint Framework Ideal when dealing with limitations in funding, manpower, or time 120
- 121. POLICY/ GOVERNANCE Short/Long Term Goals Isit about inclusion, access, economic growth, etc. OBJECTIVE PROCESS IMPROVE INPUTS Delivery Channels Feedback Loop Awareness/ Communication Coordination between departments Operational, Social & Structural Problems Suggest policy tweaks Stakeholders (Gov., Public, NGOs) Resources (Budget, Infrastructure, Manpower Legal & Institutional Set Up Policy/Governance Framework Suited for cases involving regulations, stakeholder alignment, or government intervention 121
- 122. We have apublic sector bank as our client. They wish to digitize their loan sanctioning process. How would you approach this? Thank you for the case, before jumping into solutions, I’d like to ask a few clarifying questions to better understand the situation and the bank’s objectives. Is that okay? Yes, go ahead. What’s driving the need for digitization here? Is it primarily about improving efficiency, reducing costs, expanding outreach or are there multiple priorities at play? Efficiency is the main goal. The current process is very manual and leads to long turnaround times. But yes, increasing accessibility, especially in rural areas, is also important. And naturally, they need to comply with regulations. Got it. And to understand the operational side, is the loan process fairly standardised across branches, or are there local variations that complicate things? There’s a standard framework, but a lot of branches introduce their own extra steps, which leads to inconsistency. That makes sense. Could you give me a quick overview of how the current process works? Sure. Customers submit physical documents, bank staff manually verify them, then forward them to a central team for approval. If approved, funds are disbursed manually, and repayment schedules are discussed in person and tracked manually as well. Understood. It sounds quite labor-intensive and leaves room for delays. Is the goal to fully automate this process right away, or are they considering a phased approach? A phased approach. They want to automate document verification, risk assessment, and loan tracking first, but keep human oversight for approvals. ROUND BUDDY CASE TYPE UNCONVENTIONAL INDUSTRY FINANCE COMPANY BCG FREQUENCY HIGH EASY 122
- 123. That’s a sensiblepath. Are there any particular budget or timeline constraints I should be aware of? Moderate budget. They’re aiming for an initial rollout in the next 12–18 months. Alright, given this is a process digitization challenge, I’d start by mapping the end-to-end loan sanctioning journey to identify key bottlenecks and opportunities for digital interventions. I’d break the process into four broad stages: i) Customer onboarding ii) Document processing and verification iii) Approval and fund disbursement iv) Repayment and monitoring. Would you like me to prioritize any particular stage first? Let’s begin with document processing. That’s where most delays happen. Perfect. I’d approach this in three parts: i) document collection, ii) verification, and iii) digitizing the workflow itself. Okay, take me through all three at a high level. Sure. For document collection, I’d replace paper applications with digital forms through a portal or mobile app. Integrating Aadhaar-based e-KYC can instantly reduce paperwork and verify identities. In verification, we could use OCR and NLP tools to extract data from bank statements, tax returns, etc., automatically populating application fields. Then layer a risk engine to flag inconsistencies — for example, if declared income doesn’t match submitted proof. Lastly, for workflow digitization, I’d suggest a centralized dashboard for loan officers to track the real-time status of each application. Introducing automated service-level agreements (SLAs) would help too — for instance, if a file isn’t processed in 24 hours, it sends a reminder or escalation. Interesting. What risks do you see with this plan? A few risks I’m able to foresee with this plan are- Employee resistance — staff might see automation as a threat. Early communication and training would be important, repositioning their roles towards exception handling and relationship building. Data security — moving sensitive data online adds risks. Encryption, secure cloud storage, and maybe blockchain for audit trails would help. Legacy systems — integrating new tools with existing core banking software could be tricky. Middleware and APIs could act as connectors, minimizing disruption. 123
- 124. Good points. Ifyou had to prioritize, what would you implement first? I’d recommend a phased rollout starting with quick wins: Phase 1 (Quick Wins) : Digital forms and e-KYC — low effort, high impact, could be live within 3 months. Phase 2 (Mid-Term) : Introduce OCR and automated verification — medium complexity, achievable in 6 months. Phase 3 (Long-Term) : AI-based risk models — more advanced, valuable in reducing defaults, with a 12-month horizon. This way, the bank can show early results, build confidence, and gradually manage change across the system. Great work, let’s end the case here. 124
- 125. PRELIMINARY QUESTIONS BROWNIE POINTS CLASSIFICATIONOF OBJECTIVES EFFICIENCY ACCESSIBILITY COMPLIANCE INSURANCE Understanding current process Sanctioning Value Chain Onboarding Processing Approval Monitoring Document Collection Verification Workflow Digitification Employee Resistance Data Security Legacy System Quick Win Min Term Long Term 1.What key challenges does the PSU face in loan sanctioning? 2.Is the focus on efficiency, cost reduction, accessibility—or all three? 3.What are the major steps in the current loan process? 4.Are these steps standardized or branch- specific? 5.Is the bank seeking full automation or partial digital enhancement? 6.Are there any budget or timeline constraints? 1.Asked targeted questions to understand challenges, process, and constraints. 2.Mapped loan process to identify pain points. 3.Aligned with bank’s preference for gradual automation. 4.Suggested OCR/NLP, e-KYC, AI risk models—kept human checks. 5.Flagged resistance, legacy systems, cybersecurity—offered solutions (upskilling, APIs). 6.Phased rollout: digital forms + e-KYC (3 months), AI (12 months). 7.Highlighted ROI: 50% faster onboarding, 70% fewer manual checks. 8.Covered rural access (mobile) and compliance (blockchain audits). 125
- 126. A leading grocerychain in Europe has observed a surge in customer complaints and a decline in footfall at its urban locations. The company seeks your help to identify the root causes of this trend and develop a strategic response Understood. Has this been linked to any external factors—like increased competition, pricing changes or an economic slowdown? No, nothing major externally. Got it. When did this start? And is it happening across all locations or just a few? It started about six months ago and it’s only affecting urban stores. That’s helpful. Since there’s no major external disruption, I’d look at three areas—what’s going wrong operationally, how customer behaviour might be changing, and whether there are broader trends at play. Shall we start with operations? Yes, let’s do that. I’d begin with the complaints. Are customers mainly upset about product availability? Checkout times? Cleanliness? Or service quality? Most complaints are about product unavailability. But the supply chain team says there have been no disruptions. Interesting. That points to a store-level problem—either poor stock handling or shrinkage. Have you checked shrinkage rates in these stores? Yes, there’s been a big increase in shrinkage at urban locations. That could be due to theft, either internal or external, or just poor tracking. I’d want to understand if employee turnover has gone up or if there are security blind spots. Any insights from in-store footage? CCTV shows a sharp rise in self-checkout theft. ROUND PARTNER CASE TYPE UNCONVENTIONAL INDUSTRY RETAIL COMPANY KEARNEY FREQUENCY HIGH MODERATE 126
- 127. That’s becoming acommon issue. I'd recommend two things: Technology upgrades – Use AI-driven cameras, barcode verification, and weight sensors to spot discrepancies. Behavioural nudges – Place staff near kiosks, do random receipt checks, and offer small rewards for honest self-checkout use. Is management open to making changes, or is self-checkout a fixed part of the model? They don’t want to remove it but are open to tech and behavioural solutions. Then there's definitely scope to reduce losses without hurting customer convenience. Let’s move on. What else could be driving the drop in footfall? I’d look at whether people are shifting to faster or more convenient options—like grocery delivery apps or discount chains. Also, has there been any recent bad press or online backlash? And are customers seeing better value elsewhere? Surveys say people mention “better alternatives” but don’t say exactly where they’re going. Then it’s worth benchmarking what nearby competitors are offering. Are discount stores pulling people in? Are delivery services cutting into foot traffic? Once that’s clear, the chain can decide whether to tweak pricing, improve product mix, or double down on in-store experience. Makes sense. Can you wrap this up? Sure. My recommendation is: 1.Curbing self-checkout theft – Deploy AI-powered monitoring, increase employee presence, and use subtle deterrents. 2.Enhancing store experience – Improve inventory tracking, reduce out-of-stock instances, and audit store-level replenishment. 3.Understanding competitive shifts – Conduct detailed market intelligence to determine where customers are migrating and adjust pricing, assortment, or convenience factors accordingly. Excellent summary. Well-structured and thoughtful. We can end it here. 127
- 128. PRELIMINARY QUESTIONS BROWNIE POINTS GROCERYCASE INTERNAL MARKETING EXTERNAL Store Cleanliness and Experience Stock Availability Checkout Experience Internal Theft Supply Chain Functioning Supply Chain issues Staffing Issues Inventory Management Shrinkage Operational Inefficiencies Shoplifting ACCESIBILITY CUSTOMER PERCEPTION OPERATIONAL FACTORS Increased Competition Pricing Changes Economic Down Turns Store level issues 1.Are the issues concentrated in certain cities or types of urban stores? 2.What specific complaints are being logged most frequently by customers? 3.Is shrinkage affecting certain product categories more than others? 4.Have there been any changes to staffing or store layouts in recent months? 5.Are customers switching to online platforms, and do we have data on that? 1.Recognizing that supply chain stability doesn’t guarantee in-store availability. 2.Highlighting self-checkout theft as a growing industry challenge and suggesting technology-driven deterrents. 3.Understanding the impact of changing customer convenience preferences. 4.Providing balanced recommendations that consider feasibility, risks, and customer experience. 5.What are the key levers to improve store experience while balancing operational costs? 128
- 129. India has neverreally been a strong basketball nation internationally. But now FIBA has given us a wildcard entry to the 2028 Olympics. The Ministry of Youth Affairs want a full-fledged plan to make the team competitive. How would you go about it? That’s honestly such an exciting challenge. I’d break it down into a few big buckets—like scouting the right talent, setting up quality training, upgrading infrastructure, giving players enough international exposure, and then making sure there’s strong financial and institutional support. But the most logical starting point would be talent. Without the right players, nothing else really moves. Would it be okay if I begin with that? Go ahead. India doesn’t really have a basketball pipeline like the U.S. or Europe. How do you plan to find these players? Yeah, that’s a big gap. I’d look at three kinds of talent pools. 1.Domestic leagues—so the INBL, UBA, college tournaments, even state-level competitions. There’s raw talent there that’s often under-coached. 2.I’d actively scout Indian-origin players abroad—NCAA athletes, maybe someone playing in Europe or even the G-League. 3.This might sound ambitious, but I’d try identifying multi-sport athletes—those with the physicality and coachability, and then fast-track their transition to basketball. We’d back this with data—look at shooting %, defensive stats, efficiency ratings & rely on on-ground scouting. It has to be both numbers & instincts. Fair enough. Let’s say you’ve got your core squad. What next? Once we have the team, the training has to be super intentional. I’d divide it into three phases. First phase would be a domestic boot camp for basic skills say in Bengaluru, which already has a decent basketball culture. Then comes international exposure. I'd want the team playing in smaller European leagues or second-division circuits—maybe even scrimmaging with G-League reserve teams. Finally, in the year leading up to the Olympics, we go into simulation mode—friendlies against top 20 teams, replicating Olympic conditions, and tightening systems. Sounds intense. Now, training needs facilities. Would you build from scratch or work with what’s available? Time and money are both limited, so I’d say optimize. We can definitely upgrade existing facilities—like the ones in Bengaluru or Delhi. Just adding analytics cameras, motion tracking, and better recovery equipment can do wonders. I also think we can get creative—like a mobile training unit that goes city to city to conduct high-performance camps. And maybe we experiment with virtual coaching tools too—AI-led form corrections, remote feedback. A full-blown academy is the dream, but that’s a post-2028 project. ROUND MANAGER CASE TYPE UNCONVENTIONAL INDUSTRY SPORTS COMPANY PRAXIS FREQUENCY MEDIUM MODERATE 129
- 130. Makes sense. Butthere are risks. What could go wrong? Definitely a few big ones. First, player retention. Some of the best athletes might just drop out for better-paying opportunities. We’ll need to make the program attractive—good salaries, brand endorsements, and clear post-career support. Second, injuries. The training load will be high, especially for athletes not used to such intensity. So recovery protocols, physiotherapy, load management—all of that becomes non-negotiable. And finally, public interest. Basketball’s still a niche in India. But we can build buzz—collaborate with sports influencers, push cool behind-the-scenes content, maybe even a docuseries. That could help bring in sponsors too. This was quite a comprehensive take. If you had to summarise the entire plan in a few lines, how would you do it? Sure. We start by finding the best possible talent—both from India and the global Indian diaspora. Then we train them across three phases—domestic development, overseas exposure, and pre-Olympic fine-tuning. Instead of building everything new, we upgrade what we already have. We secure international exposure by joining leagues, organizing friendlies, and building global partnerships. And we back it all with strategic funding, brand-building, and long-term vision. If we execute this right, we won’t just show up at the 2028 Olympics—we’ll compete. Fantastic. Really well done! 130
- 131. PRELIMINARY QUESTIONS BROWNIE POINTS GOAL:MAKE BASKETBALL TEAM COMPETITIVE FOR 2028 OLYMPICS Scouting the right talent Quality Training Infrastructure Intentional Exposure Financial & Institution of Support Domestic Leagues Indian origin players in abroad Multi Sport Athletes Upgrade the existing ones Mobile Training Unit Domestic Bootcamp Intern Exposure Simulation Mode Virtual Coaching Tools PHASE 1 PHASE 2 PHASE 3 Partnership with international organisations Host a mini tournament for international players in India as well 1.What is the specific goal for the 2028 Olympics—qualification, medals, or simply strong representation? 2.What are the key strengths and weaknesses of the current talent pool (age, skill level, geographic spread)? 3.How does basketball’s popularity and infrastructure in India compare to global competitors? 4.What is the budget allocated by relevant sports authorities, and how flexible is it? 1.Highlighting the importance of grassroots programs for building a pipeline of talent over the years. 2.Proposing a tailored training program accounting for player strengths (e.g., agility, shooting, stamina) specific to the Indian talent pool. 3.Suggesting collaboration with international coaches and mentors to bridge the skills gap effectively. 4.Breaking down preparation into short- term (qualification) and long-term (sustained excellence) goals. 5.Considering marketing and popularity- building initiatives to boost national support and funding for the program. 131
- 132. A Middle Easterncountry is planning to build a brand-new city& position it as a global tech & innovation hub- basically their version of Silicon Valley. How you’d approach this, starting with- how would you ensure the city is financially sustainable? Before we dive in, may I ask- is this city going to be entirely government-funded in its early phases, or are private investors already involved? It’s primarily government-led for now, but private investment will play a larger role as the project progresses. Got it, thank you. And is there a specific timeline we should keep in mind here? is this more of a 5–10 year goal or something designed to unfold over a few decades? Think long-term. They want to start strong, but this is definitely a 20–30 year vision. Understood. In that case, for long-term financial sustainability, I’d look at two things: what it costs to run the city, and how we make sure it generates enough revenue to cover those costs. Since we’re building from scratch, it’s important to design both sides with intention. Makes sense. Let’s talk about expenses first. What kind of outflows are we looking at? I’d divide the expenses into a few major buckets, just to keep things structured: People-Related Services: Things like healthcare, education, public safety, and the consistent supply of water and electricity. These are essential for any functioning city and especially critical if we want to attract skilled global talent. Infrastructure and Urban Development: That includes building roads, public transportation systems, utilities, and digital infrastructure. We’d also need to think about urban housing, offices, and even recreational spaces to support quality of life. Administrative and Operational Costs: This would cover everything from government salaries and digital governance systems to maintaining public services and policy enforcement. Got it. Now, where’s the money coming from? We’d need a diversified revenue model. The city can’t just depend on one-or-two income streams. Traditional taxation would be the first lever with income tax, corporate tax, and property tax as the sources. But for a city like this, which is being built with a very forward-looking vision, I think there’s an opportunity to get creative. ROUND PARTNER CASE TYPE UNCONVENTIONAL INDUSTRY FINANCE COMPANY MCKINSEY & CO FREQUENCY LOW MODERATE 132
- 133. I like thatyou brought in geography as a strategic asset. So we’ve established the city can sustain itself financially. Now how would you even begin building something that could compete with the likes of Silicon Valley? It’s a huge ambition, but with the right sequencing and intentional design, it’s possible. First, you attract companies and talent. Second, you make sure they want to stay and grow there. Let’s focus on the first one. How would you bring in companies and people to what is essentially an empty space right now? You need to make the city a magnetic and that means both infrastructure and incentives. Here's how I'd approach it: 1. Build Essential Infrastructure First: I'd actually suggest that government institutions be among the first to move in. If you can establish strong public institutions and essential services early, it makes it easier for the private sector to follow. Then come co-working spaces, incubators, and residential areas. 2. Offer Strategic Incentives: Tax breaks for companies that invest in R&D, for example, subsidized office space, fast-track licenses for startups. Things that reduce friction and make companies say, “Hey, this is worth exploring.” 3. Non-Monetary Benefits: Access to university partnerships, a thriving research environment, or exclusive government contracts. These can sometimes be more valuable than direct funding. 4.Global Talent Strategy: Relax visa requirements for tech workers, offer relocation support, and build an international school system so families can move with ease. Innovation follows talent. And once you’ve got companies in, how do you keep the momentum going? That’s where we shift gears from attraction to endurance. I’d focus on two areas- funding and regulation. Like land leasing, since the government would likely own large tracts of land in a new city, leasing land to corporations or international universities could generate recurring revenue. There’s also the strategic geographic angle. Many Middle Eastern countries sit at the crossroads of global trade. That location can be monetized by positioning the city as a logistics and aviation hub, charging for transit, freight movement, and air traffic. Eastern countries have strategic geographic advantages. That brings in revenue through trade, customs duties, and airport- related services. 133
- 134. Second, smart regulatorysafeguards. For example: Restricting foreign ownership above a certain threshold—maybe 49%—in critical innovation sectors, to prevent early sellouts of high-potential companies. Structuring deals around joint ventures rather than full acquisitions, especially in the early years, so that local players retain control and learn from international partners. Implementing policies that prioritize local hiring and IP development. You’re covering both the carrot and the stick here, which is smart. One last question: if you were briefing the country’s leadership tomorrow, how would you summarize your plan? I’d keep it simple and visionary. I’d say: We’re not just building a city, we’re building a platform for innovation that’s rooted in the region’s strengths. We’ve ensured financial sustainability through diversified and future-facing revenue streams. We’ve laid down the infrastructure and created incentives that make it attractive for top global talent and tech firms to call this place home. And we’ve built in long-term guardrails through strategic funding and regulation, to ensure that what we’re building lasts. We’re not copying Silicon Valley, we’re building something better: a new model for innovation rooted in resilience, vision, and regional leadership. Thanks, that wraps up the case. First, a strong funding ecosystem. That could mean: - Creating a sovereign innovation fund which would be government-backed but independently managed to provide early-stage funding to promising startups. - Partnering with global VCs and offering co-investment opportunities to encourage them to set up regional offices in the city. - Encouraging corporate venture arms from big tech firms to invest locally. 134
- 135. PRELIMINARY QUESTIONS BROWNIE POINTS GOAL:BUILD A FINANCIALLY SUSTAINABLE TECH CITY Revenue (Taxes Land leasing Logistics) Expenses Attract companies and talent Retain and grow ecosystems Build essential infrastructure Strategic incentive Non-monetary benefits Global Talent Strategy Funding ecosystem Regulatory safeguards Government Infrastructure Incubators Housing R&D Tax Breaks Fast Track License Research Partnerships Exclusive Contracts Visa Revaluation International Schools Corporate VCs Co-investment VCs Ownership Caps Joint Venture Structure Local Hiring People Services Administration Infrastructure 1.Is the city being primarily funded by the government, or are there private investors? 2.is this a 5–10 year plan or a longer-term vision? 3.Do we know where this city is being built — is it near the coast, in a desert, or near existing urban areas? 1. structured thinking, creative revenue ideas like land leasing, and a phased approach to growth. 2.Balancing incentives with smart regulation showed foresight 3.The final summary positioned the city as a bold, original innovation hub—not just a Silicon Valley replica. 135
- 136. There are twoadjacent coffee shops selling the exact same artisanal coffee. Yet, one charges ₹300 and the other ₹600. Assuming no locational or operational advantages, how would you explain this price difference? Interesting. Just to clarify a few things before diving in—can you describe the coffee shops a bit? Are they both standard cafés or do they follow a more third-wave, artisanal coffee experience? They both sell artisanal coffee. Got it. Are they located in similar environments I.e. same foot traffic, visibility, accessibility? Yes, they’re right next to each other and have been around for the same time. Okay, helpful. Do they target different customer segments or have a different brand positioning? No major difference. You can also ignore broader town demographics for this. Alright. Do they differ in food offerings, portion sizes, or special add-ons like customisation or blends? No, you can assume the food offerings and coffee menu are the same. Okay, so at face value, the product and positioning seem identical. In that case, I’d like to explore this using what I call the “4E Framework”: Essence, Experience, Ease, and Equity—each uncovering a different type of perceived value that might justify a price premium. Sounds good--go ahead Starting with Essence, which covers the product and its core appeal—taste, quality, and whether it satisfies a specific customer want. Since you mentioned the product is the same, there's no clear differential here. Next is Experience, which I’d break down into external constraints and innate customer experiences—both of which influence how the customer interacts with the brand beyond the product itself. ROUND PARTNER CASE TYPE UNCONVENTIONAL INDUSTRY RETAIL COMPANY KEARNEY FREQUENCY LOW DIFFICULT 136
- 137. Let’s dig deeperinto experience. Sure. I’d first separate experience into physical and intangible factors. Physical includes tangible aspects like the size of the café, seating arrangement, waiting time, charging stations, and availability of restrooms. Then we have intangible experience, where I’d apply the Five Senses Framework—a way to understand how ambiance can shape perceived value. For example: Sight: The ₹600 café may have better lighting, premium decor, and an overall Instagram-worthy vibe. Smell: It might smell more inviting due to freshly brewed beans, better ventilation, or even the absence of oil smells from nearby food stalls. Hearing: One café might play relaxing jazz, while the other has loud pop music, not ideal for business meetings or reading. Touch: Comfier seats, plush couches, warmer indoor temperature—all contribute to comfort. Taste can be excluded here since the coffee is the same. Interesting. What else? Now under Ease, I’d consider friction points in the customer journey—for instance: One café might offer seamless digital payments (UPI, credit card), while the other insists on cash. Maybe one uses digital QR-code menus while the other sticks to printed ones—this could either be a plus or a minus depending on customer preferences. Charging ports at tables, quicker order processing, or better queue management could all contribute to a smoother experience. Very thorough. What’s the last “E”? Equity, or brand perception. This is where irrational pricing becomes rational—because price becomes a proxy for brand identity. Even if the product is the same, if the ₹600 café is associated with influencers, exclusive events, or premium aesthetics, people perceive it as aspirational. Think of it like Starbucks vs. your local third-wave café—they may source beans from the same roaster, but the price reflects the story, not just the coffee. Fair point. That was an excellent breakdown. No further questions. 137
- 138. PRELIMINARY QUESTIONS BROWNIE POINTS 4-EFRAMEWORK ESSENCE EQUITY EASE EXPERIENCE Product of Core Appeal i.e taste, quality, want satisfaction SAME Can’t be the reason BRAND PERCEPTION FRICTION POINTS Queue management, Seamless payments etc. TANGIBLE FACTORS INTANGIBLE FACTORS Seating, waiting time, charging station, restrooms Sight Hearing Touch Smell Taste Five sense’s Framework 1.standard cafés or do they follow a more third-wave, artisanal coffee experience? 2.located in similar environments— same foot traffic, visibility, accessibility? 3.target different customer segments or have a different brand positioning? 4.differ in food offerings, portion sizes, or special add-ons like customisation or blends? 1.Identifying the Right frameworks to be used 2.Elaborating the customer experience using the senses approach 138
- 139. ABC Oil &Gas has commenced operations for extracting oil and gas from satellite fields in Rajasthan. Evaluate the various power generation sources available for the extraction process considering suitable factors. I'd like to understand the problem statement better. ABC Oil & Gas needs to determine optimal power generation sources for their extraction operations in Rajasthan. Let me clarify some key details. Go ahead. What's the scale of ABC's operations in Rajasthan? How many satellite fields and what's their daily extraction volume? They operate 5 satellite fields with 1,000 barrels of oil equivalent (BOE) per day per field. Each field operates for approximately 75 days before evacuation. What are the power requirements for extraction operations? Each satellite field requires approximately 2 MW of continuous power. Are there any existing power infrastructure or grid connections near these fields? No, these are remote locations without grid connectivity. Any power solution needs to be self-contained. What's the geographical terrain and climate like in these areas? Mostly desert with high solar radiation (5-6 kWh/m²/day), moderate wind speeds (5-7 m/s), and temperatures ranging from 5°C in winter to 50°C in summer. Water resources are scarce. I'll structure my approach by evaluating conventional and renewable power sources: 1.Conventional (diesel generators, natural gas generators) 2.Renewable (solar, wind, hybrid systems) For each, I'll analyze CAPEX, OPEX, reliability, mobility, environmental impact, and implementation timeline. Let me start with diesel generators. What's the approximate cost of diesel generators for 2 MW per field? ROUND BUDDY CASE TYPE UNCONVENTIONAL INDUSTRY OIL & GAS COMPANY MCKINSEY & CO FREQUENCY MEDIUM DIFFICULT 139
- 140. Sounds good, A2 MW diesel generator setup would cost approximately ₹1.5 crore ($200,000) per field. What's the current price of diesel in Rajasthan? Diesel costs approximately ₹90/liter for industrial use. Let me calculate the OPEX: 2 MW diesel generator consumes about 500 liters/hour Operating 24 hours/day = 12,000 liters/day At ₹90/liter, daily cost = ₹10.8 lakh/day For 75 days = ₹8.1 crore per field With 10% maintenance costs = ₹8.91 crore total OPEX For natural gas generators, could they use their own produced gas for power? Yes, approximately 15% of their gas production could be allocated to power generation. Each field produces about 0.5 million cubic feet of gas per day. A 2 MW gas generator costs about ₹1.8 crore per field but would consume 480,000 cubic feet/day, exceeding their 15% allocation (75,000 cubic feet/day). They would need additional gas supply. For solar power, what would be the CAPEX for a 2 MW solar installation? A 2 MW solar installation costs approximately ₹9 crore ($1.2 million). With 5-6 kWh/m²/day in Rajasthan: 2 MW × 5.5 hours/day = 11 MWh/day But operations need 48 MWh/day Battery storage for 37 MWh would cost? About ₹18.5 crore ($2.5 million) per field. That's ₹27.5 crore total for solar + storage. Let me analyze a hybrid solution: 1 MW solar (₹4.5 crore) + 1 MW diesel (₹75 lakh) Solar: 5.5 MWh/day, Diesel: 42.5 MWh/day 140
- 141. 75-day diesel cost:₹4.05 crore + maintenance: ₹40.5 lakh Total hybrid cost: ₹9.71 crore per field For mobility between fields, are the diesel generators portable? Diesel generators are fully portable. Solar systems can be moved at 20% of initial CAPEX per move. Wind systems cost 40% of CAPEX to relocate. What about the implementation timeline? Diesel generators: 1 week. Solar: 6-8 weeks. Hybrid: 7-9 weeks. Based on this analysis, I recommend: 1.Short-term: Deploy diesel generators for immediate operations 2.Medium-term: Transition to hybrid solar-diesel solution for future fields 3.Additional recommendations: Implement energy management system (5-8% additional savings) Negotiate volume-based diesel contracts Explore mobile solar solutions for oil field operations This approach balances reliability, cost-effectiveness, and operational flexibility while providing a path toward reduced emissions and long-term savings. Thanks, we can close the case here. 141
- 142. PRELIMINARY QUESTIONS BROWNIE POINTS Conventional 1.Scaleof operations? 2.Power requirements? 3.Grid connectivity? 4.Geographic conditions? 1.Considering mobility between fields 2.Analyzing implementation timeline 3.Energy management system inclusion Hybrid Renewable CapEx: ₹9 Cr Energy Generated: 11MWh/day Battery Storage Cost: ₹18.5 Cr Wind Solar Power Generation for Oil Extraction Diesel Generator Natural Gas Generators OpEx (CapEx + Battery Cost): ₹27.5Cr Low Operating Cost 6-8 Week Timeline CapEx: ₹1.5 Cr CapEx: ₹8.91 Cr/Field Reliable, Portable High Emissions High Cost 1 Week Timeline CapEx: ₹1.8 Cr Not feasible without external gas supply Inadequate in house gas production CapEx: ₹5.25 Cr OpEx: ₹4.45 Cr Moderate Emission Balanced Cost 7-9 Week Timeline 142
- 143. Let’s discuss whyolder wine tends to be more expensive than newer wine. How would you approach this question? Thank you for the problem statement. I’d like to ask a few clarifying questions first. Are we speaking about consumer-facing retail prices, or are we also considering auction markets and producer pricing when it comes to wine? Let’s focus on consumer retail pricing—what someone might pay at a store, restaurant, or from a private seller. Got it. And are we focusing on everyday wines or premium segments? Primarily premium wines, where age makes a meaningful price difference. I’d like to start with my analysis now. I’d approach the problem statement by breaking it down into demand-side factors, supply-side dynamics, the economic implications of the time value of money and certain cultural and behavioural factors. That sounds like a solid approach. Let’s begin with demand. Absolutely. On the demand side, wine—especially older wine—is viewed as a luxury good. For affluent consumers, the age of wine is often associated with refinement, prestige, and exclusivity, making them willing to pay a premium. There's also strong demand from the HORECA sector —Hotels, Restaurants, and Catering—where older wines are not just products, but a part of the overall customer experience, often priced at a substantial markup to reflect that added value. That aligns with what we see in the market. How about on the supply side? On the supply front, the quantity of a particular vintage is fixed once it has been bottled. Over time, this supply only shrinks—some bottles are consumed, others may be damaged or lost—so older vintages become increasingly scarce. This scarcity naturally drives up price. Moreover, in the case of renowned vineyards or exceptional harvest years, suppliers often enjoy strong pricing power due to the reputation and demand attached to those labels. Good. You also mentioned the time value of money. Could you elaborate on that? ROUND MANAGER CASE TYPE UNCONVENTIONAL INDUSTRY FOOD COMPANY FTI CONSULTING FREQUENCY HIGH DIFFICULT 143
- 144. Definitely. Holding ontoa bottle of wine for 10, 20, or even 30 years involves significant opportunity costs. Distributors, collectors, or wineries could have sold that inventory earlier and reinvested the proceeds elsewhere. Instead, they choose to wait—often tying up capital and taking on risk. The eventual price of the wine compensates for that wait. It reflects not only the lost revenue over the years, but also the rising cost of money, inflation, and the need to earn a return over time. That’s a good point. What about the cost of storing the wine over time? That’s another important driver. Proper wine storage requires strict temperature and humidity control, as well as protection from light, vibration, and theft. These are not negligible costs—especially over decades. Wine cellars or professional storage facilities charge premiums to ensure bottles remain in optimal condition. The longer a wine is held, the more expensive it becomes to maintain. So, the final price reflects not just scarcity or demand, but also the real and ongoing effort to preserve its quality. Interesting. You also mentioned cultural and behavioural factors—how do they come into play? Yes, wine isn’t just an economic good—it holds emotional and symbolic value. Older wines are often tied to specific years that carry personal or historical meaning —weddings, anniversaries, or even landmark global events. For many, buying a vintage from a particular year is about nostalgia or legacy. On the behavioural side, consumers are heavily influenced by scarcity bias—we tend to place more value on things that are rare. There's also a storytelling aspect: a bottle from a famous château, aged to perfection, becomes not just a drink but an experience. That cultural resonance boosts willingness to pay far beyond the liquid in the bottle. Interviewer: That’s a well-structured analysis. If you were to summarise, what are the core drivers behind the higher price of older wine? Interviewee: Certainly. The key drivers are: Demand Factors: Luxury perception, willingness to pay among high-income consumers, and consistent demand from HORECA businesses seeking to elevate their offerings. Supply Factors: Fixed and declining availability of older vintages, along with the pricing power of producers with strong reputations. Time Value of Money: The cost of storing, insuring, and forgoing earlier revenue—all of which contribute to the premium associated with older wines. Cultural and Behavioural Factors: Emotional attachment to specific vintage years, symbolic value for personal or historical milestones, scarcity bias driving perceived exclusivity, and the storytelling appeal that transforms aged wine. Excellent breakdown. Thank you for walking me through your thought process. 144
- 145. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Shouldthe focus be purely economic, or would you like cultural and historical elements factored in as well? 2.Are we discussing wine globally, or focusing on a specific region or market segment? 3.Is the objective to understand consumer behaviour, pricing strategy, or value chain economics more deeply? 1.Structuring the answer across demand, supply, and economic rationale added clarity and depth 2.Citing the role of the HORECA sector reflected real-world commercial awareness 3.Bringing in the time value of money showed strong business acumen and financial understanding 4.Highlighting both scarcity and brand reputation as pricing drivers demonstrated nuanced thinking OLDER WINE COSTS MORE Consumer Reatil Pricing Auction Pricing Supply Demand Shrinking supply that cannot be replenished fast Scarcity of vintage wines stored, lost or consumed Storage costs for long times Time value of money Percieved as luxury good Prestige and exclusivity Price markup by hospitality sector Emotional value Symbolic value Weddings Anniversaries Global events Historical Significance Scarcity bias Cultural Resonance 145
- 146. You live ina hypothetical world. Can you brainstorm as many use cases as you can for an ATM. Additionally, don’t limit yourself to the current financial use cases. Be as creative as possible. Certainly. Just to clarify a few things before I begin—should I assume it to be limited to one specific region, or can I consider global applicability? You can think globally. Just list as many use cases as you can. Understood. I’d like to understand a little bit more about the level of technology in this world. Is this just a slightly smarter version of what we have now, or are we talking about this world having futuristic tech in terms of super-fast internet, sensors and advanced usage of AI, or should I assume it to be closer to today’s tech? Let's go with pretty advanced tech. Think a step or two beyond what we have now. Sure, are there any particular constraints I should keep in mind, such as infrastructure limitations or user base restrictions? No constraints at all. That’s helpful. And is there any particular end-user you’d like me to focus on—individuals, businesses, or governments? You’re free to consider all types of users. Understood. I’ll begin by classifying the use cases into two primary categories: financial and non-financial. Within the financial category, I’d further divide use cases into transaction-related and non-transaction-related functions. To make the structure more precise, I’ll break down transaction-related use cases into core banking, investment and insurance, and emerging digital payments. For the non-transaction-related category, I’ll divide it into sunrise and sunset sectors, based on their growth trajectory and evolving relevance. Under investment and insurance, users could invest in financial products like fixed deposits, recurring deposits, or SIPs in mutual funds directly from the ATM interface. They could also compare, purchase, or renew micro-insurance products, life insurance, or health policies. These terminals could provide policy recommendations tailored to the user’s financial profile using integrated AI modules. ROUND BUDDY CASE TYPE UNCONVENTIONAL INDUSTRY FINANCE COMPANY MCKINSEY & CO FREQUENCY LOW DIFFICULT 146
- 147. In the emergingdigital payments bucket, ATMs in this advanced tech world could double up as physical gateways for digital finance ecosystems. Think of features like UPI QR code generation and scanning for instant peer-to-peer payments, smart NFC-based retail checkout, or crypto-asset transactions. These ATMs might enable the buying and selling of cryptocurrencies, provide real-time exchange rate conversions, and, in select locations, function as blockchain validator nodes or crypto mining pods powered by renewable energy sources. 1.Non- Transaction Related Moving to non-transactional financial use cases, I’ll start with the sunrise sectors. In this space, ATMs could go far beyond banking. For instance, they could be used for EV battery swapping or charging management—where a user could pay for, monitor, or reserve a battery swap from an integrated kiosk, or even initiate solar- based charging sessions. In urban settings, ATMs might provide virtual tours of museums or tourist sites, acting as immersive cultural access points. They could serve as interactive government portals, where citizens could access welfare schemes, view pension updates, or digitally verify documents through facial recognition and biometric scans. Additionally, they could become hubs for financial literacy, offering AI-powered tutorials in regional languages or even gamified simulations of saving and investing. Meanwhile, under sunset sectors, which are gradually declining but still relevant in some regions, ATMs could support services like legacy DVD or book rentals in rural areas, landline bill payments, and even serve as archives of coal or mineral rights data for public access. These kiosks might help communities transition by offering digitized records of pension or provident fund claims or connect to human assistance via remote video calls for services that require a personal touch. Sounds good. Could you break down non-financial use cases in a similar manner. For non-financial uses, I’ll divide them into business-related and personal uses, with subcategories of ticketing and non-ticketing related use cases under business- related. Business related use cases: 1. Ticketing For businesses, especially in high-traffic or travel-heavy areas, ATMs could serve as kiosks for ticketing—issuing train, bus, or airline tickets, metro card top-ups, or event bookings for concerts and exhibitions. In tourist-heavy regions, they might facilitate local tourism ticketing or provide entry passes to museums and galleries. 147
- 148. 2. Non-Ticketing: On thenon-ticketing side, ATMs could function as public digital authentication portals for accessing government services. They could collect feedback from citizens, offer biometric verification, or help people book appointments for passports, taxation, or social welfare services. Businesses might also use ATMs as smart vending stations—distributing SIM cards, PPE kits, or office supplies—particularly in locations with limited storefronts. Crowdsourced fundraising kiosks or public information terminals could add another layer of civic engagement. Do the same for personal use cases too. Personal use cases could be further broken down into indoor/ home related use cases and outdoor/ community related use cases. 1. Indoor/ Home Related: Indoors, they might be adapted as smart home control panels—allowing users to monitor energy usage, order groceries automatically through integrated inventory systems, or print personal documents securely. In gated communities, they could work as digital notice boards or secure lockers for parcel collection with OTP-based access. 2. Outdoor/ Community Related: Outdoors, their utility expands further—they could function as phone charging spots or even clean water dispensers in low-resource areas. There’s also great potential in healthcare and government outreach. Imagine telemedicine booths in rural zones equipped with diagnostic tools, video conferencing for doctor consultations, or even basic medical screening. These could drastically improve access to care. Similarly, ATMs could act as access points to government helplines or public grievance systems. This is quite comprehensive. Would you like to expand on any category? I believe I’ve covered a fair range of both financial and non-financial areas. But I’d be happy to elaborate further on any category you’d like. That won’t be necessary. This was well thought out. We can close the case here. 148
- 149. PRELIMINARY QUESTIONS BROWNIE POINTS Financialuses ATM USE CASES Transactional Non- transactional Core banking Investment Digital Payment Sunrise sectors Sunset sectors UPI Crypto NFC retail checkout Block chain Cash withdrawal and deposit Domestic money transfer International remittance processing Utility bills Cheque book deliveries Top up cards FDs, RDs SIPs in mutual funds Insurance AI tailored financial profile 1.Level of technology in this world 2.Any particular constraints, such as infrastructure limitations or user base restrictions 3.End-user to focus on— individuals, businesses, or governments? 1.Clear classification into financial and non-financial, then subdivided further 2.Linking applications to real-world sectors like healthcare, renewable energy, and government services 3.Thoughtful integration of both existing and future-use cases (e.g. smart homes, crypto, EVs) 4.Inclusion of sunrise and sunset industry applications demonstrated macroeconomic awareness 5.Asking high-quality clarifying questions to scope the problem accurately 6.Maintaining a balance between creativity and practical relevance EV charging Solar energy credits Interactive government portals for financial literacy DVD rentals Landline bills Data archives Records of pensions or PFs 149
- 150. Non- financial uses ATMUSE CASES Business Uses Personal Uses Ticketing Non- ticketing Indoor uses Outdoor uses Trains or metros Events Smart home control panels Digital notice board for communities Secure lockers Phone charging spots Government ID Biometric Verification Book appointment Vending station Information terminal Clean water dispensers Telemedicine Public grievance systems 150
- 151. Your client isa startup that has built an anti-tourism travel app. The idea is to help people avoid crowded tourist destinations and instead discover hidden, lesser-known spots. While the app had strong initial funding & hype, user adoption & engagement have been low. Your task is to help us figure out why? Alright, before I dive in, I just want to clarify a couple of things. Who exactly is the app targeting right now? Are we going after adventure travelers, digital nomads, maybe even locals looking for more authentic weekend escapes? It’s mostly geared toward individual travelers- people who want to explore beyond the typical tourist checklist. That includes adventure seekers and those actively looking to avoid crowds. Got it, also, do we know what kind of adoption issues we’re seeing? Is it low download rates, or do people download and then stop using the app? Most users do download the app, but they tend to disengage within a few days. We also ran some user surveys. The main feedback was that people either don’t find enough unique recommendations or feel the suggested locations are far from where they are. Okay, Based on what you've said, I’d like to explore the problem across three main areas- market fit and target audience, user experience, and value proposition, and finally, marketing and awareness. I can start with market fit if that works? Yes, let’s begin there. How would you assess whether we’re targeting the right users? To assess market fit, I’d first want to look at whether the users we’re attracting are aligned with what the product is designed for. So I’d break it down by understanding- 1.who these users are 2.what kind of travel personas they represent 3.whether their needs are being met by the app. Second, I’d want to compare the app’s offering to existing alternatives like Google Maps, TripAdvisor, or even Reddit and niche travel blogs. What’s the specific gap this app fills that others don’t? Finally, user feedback would be very important, both from survey data and app analytics to see where drop-offs are happening and whether it’s about poor content, usability, or value. Do we have any data? Yes, we do have survey and usage data, as I mentioned. Most people say the app doesn’t show enough unique or useful recommendations, and some complain the places it suggests aren’t practical to visit. ROUND MANAGER CASE TYPE UNCONVENTIONAL INDUSTRY TOURISM COMPANY FTI CONSUTING FREQUENCY LOW MODERATE 151
- 152. Right, so thecore issue seems to be the recommendation engine. If people are leaving the app because the content doesn’t feel relevant or accessible, then we’re not delivering on the main promise. It might not be a market fit issue as much as a value delivery one. Users expect hyper-local, meaningful suggestions. Right now, either the recommendations are too obscure or just not aligned with what users want. That’s a fair take. Let’s assume you’re right. How would you go about fixing the recommendation engine? To improve it, I'd want to make sure we’re capturing user preferences in a meaningful way. Are we allowing users to set filters for accessibility, distance, or type of experience? The current algorithm might be too generic or rigid. Also, are we collecting enough real feedback from users on the quality of the suggestions? One option is to add features like tagging or letting users rate locations as “worth it,” “hidden gem,” or “too hard to reach.” That way we start refining the pool of recommendations based on crowd insight filters. Are you open to incorporating user-generated content or social elements? Possibly, yes. But let’s say the company doesn’t have the budget right now for expensive AI integrations. What could we do on a tighter budget? If budget is tight, I’d take a more community-driven approach. First, we could crowdsource hidden spots from locals and micro-influencers. This wouldn’t require a large tech overhaul, just good outreach and curation. We could also gamify content contributions to give users points or badges for discovering and reviewing lesser-known places. That builds both content and engagement. A city-based forum or recommendation thread could also work, where users post and vote on tips. It’s lightweight, and it builds the kind of social proof and trust that Google or TripAdvisor can’t offer for niche spots. Nicely structured. One final thing: what risks do you see in this approach? A few, definitely. First is scaling content curation. If we rely on user contributions, quality control becomes a challenge. Not every “hidden gem” will be worth visiting. Second, it might be tough to get users to actively contribute they might just want to consume content, not build it. Finally, we’ll be competing with apps people already use by default like Google Maps, so we need to differentiate clearly. One way to mitigate that is to position ourselves not as a direct competitor but as a niche tool that offers a more intentional, off-the-beaten-path travel experience. Excellent thinking! That wraps up the case. 152
- 153. PRELIMINARY QUESTIONS BROWNIE POINTS Marketing& Awareness Market Fit to Target Audience Locals Adventure Travellers Budget Conscious Travellers Map vs Google Maps, Tripadvisor Location Too Obscure or Inaccessible High Initial Downloads but Low Retention No Practical Locations Feedback User Personas Mainpoints & Alternatives Anti Tourism App Adoption User Experience & Value Proposition Organic Growth Targeted Campaign Influencer Collab Channel Effectiveness Positioning Niche Appeal No Personalised Prefernce Based Recommendations Lack of Testimonials, Reviews for Locations Insights From Locals & Microinfluencers Missing Bad Location Curation Features Gamification Promoting Community Building& Forums Engagement Mechanics Recommendation Engine Content Quality No Travel Agency Partnership 1.Who exactly is the app targeting right now? Are we going after adventure travelers, digital nomads, maybe even locals looking for more authentic weekend escapes? 2.Do we know what kind of adoption issues we’re seeing? Is it low download rates, or do people download and then stop using the app? 1.Structuring the analysis by breaking it down into market fit, user experience, and marketing. 2.Offering cost-effective alternatives like crowdsourcing and gamification. 3.Considering long-term sustainability by addressing user trust and community building. 4.Recommending risk mitigation strategy 153
- 154. You have beenallotted a government-owned plot of land in a market area similar to Kamla Nagar. Your task is to determine the optimal use of the land. Thank you. To start, I’d like to better understand the characteristics of the land. Could you tell me the approximate size and shape of the plot? It’s a 1,000 square meter rectangular plot, located near a busy stretch of the market with consistently high footfall, especially during weekends and holidays. Got it. That’s a sizeable and strategically located plot. Could you clarify if there are any zoning laws or government-imposed restrictions that I should be aware of? There are no strict restrictions, but the government prefers that the project supports the commercial activity of the area and benefits the broader public. Understood. One more thing I’d like to clarify before diving in—do we know how the plot is being used currently, if at all? It’s currently unused and partially encroached by a few informal vendors and illegal parking spots. There's no permanent structure on it. That helps. Lastly, do we know the demographic profile of the area—who visits or shops here the most? Predominantly college students, young professionals, and middle-income families. There are three colleges nearby, and a metro station within walking distance. That’s a helpful starting point. Here’s how I’d like to approach the case: Framework: LAND as a Living Asset I’d like to approach this case using a framework built around the word LAND where each letter stands for: L – Local Demand & Demographics A – Alternatives & Gaps N – Net Value Proposition (Commercial + Social) D – Design & Delivery Feasibility ROUND ASSOCIATE CASE TYPE UNCONVENTIONAL INDUSTRY LAND COMPANY MCKINSEY & CO FREQUENCY HIGH MODERATE 154
- 155. Sounds interesting. Let’shear your thoughts. Starting with Local Demand & Demographics: Given the high footfall, presence of students, and the mix of formal and informal retail, I’d want to conduct quick demand mapping—either through surveys or observing user behavior. But based on general trends in such markets, the pressing needs are often: 1.Parking – Most shoppers and vendors rely on two-wheelers and cars, but there’s no structured space. 2.Curated retail or food courts – Especially for students seeking clean, budget-friendly, air-conditioned spaces. 3.Public utility zones – Like toilets, rest areas, or green sitting spaces. 4.Waste management nodes – Kamla Nagar-like markets often struggle with visible waste accumulation. What option would you prioritize based on this? I’d lean toward a hybrid use—specifically a multi-level parking facility with a student-friendly food and retail court on the upper floor(s) because it solves congestion (parking), supports the local economy through a food/ retail outlet and caters particularly to the footfall of students that come to Kamla Nagar. Could you give me an estimate of the revenue that you’d be able to generate using this option. Sure, Assuming that: 1 parking spot = 25 sq. m 1,000 sq. m plot - up to 40 cars at ground level Add 1 more level = 80 total spaces ₹30/hour × 8 hours/day × 70% occupancy = ₹13,000/day →~₹4 lakh/month For the upper floor: 10 stalls × ₹20,000/month = ₹2 lakh/month rental income Add vendor commissions, food court margins - another ₹1 lakh/month potential So, total revenue would be approximately ₹7 lakh/month. The CAPEX associated with the store basis my understanding would be anywhere between ₹1.5 to 2 crore. So, we'd be able to Break-even within 3–4 years if occupancy is stable. 155
- 156. Okay, good. Whatabout feasibility and risks associated? Definitely. That brings me to the risk mitigation strategy that I’d like to follow here: Operational: Minor clearing and leveling needed. Build in phases to minimize disruption. Stakeholder alignment: Offer informal vendors subsidized stalls in the food court to reduce resistance. Regulatory delays: Engage local municipal authorities early and consider a PPP model. Tech: Use smart parking sensors and QR-based food ordering to modernize experience. I’d also conduct a sensitivity analysis for revenue under different footfall and occupancy scenarios. That’s a solid approach. Would you have done anything differently if starting over? Yes, if I were to revisit the case, I would’ve initially asked a few more preliminary questions to determine whether there is any seasonality in footfall (festivals, admission season, as that would impact our calculations for the break even point. Additionally, I would have also liked to know if there has been any past attempt at formal development on the plot and why it didn’t work out. These would help me rule out non-starters and propose a solution with higher stakeholder buy-in and fewer surprises during implementation. Great, thank you. We can close the case here. 156
- 157. PRELIMINARY QUESTIONS BROWNIE POINTS LAND UnderstandingFootfall Patterns Identifying User Segments (Students, Professionals , Families) Pinpoint Needs (Parking, Food Courts, Hygiene) L - LOCAL DEMAND AND DEMOGRAPHICS Options: Parking, Food Court, Retail Hub, Public Space Identify Gaps in Current Infrastructure A - ALTERNATIVES AND GAPS Revenue Estimation: Parking: 80 slots x Rs 30/hr x 8 hrs/day x 70% = Rs. 4 lakh/month N - NET VALUE PROPOSITION Operational (Phased Build) Stakeholder (Subsidised Stalls) Regulatory (Early Engagement) Tech (Smart Parking, QR Order) D - DESIGN AND DELIVERY FEASIBILITY Retail/Food: 10 Stalls x Rs. 20000/ month = Rs. 2 lakh/month Commission Rs. 1 lakh/month Total Revenue Rs. 7 lakh/month CAPEX Rs. 1.5 - 2 Crore Breakeven 3 - 4 Years 1.Creative Framework (LAND) with a structured breakdown 2.Back-of-the-envelope numbers to ground recommendations 3.Stakeholder awareness and mitigation strategies 4.Reflections and how to course-correct with better initial discovery 1.Could you tell me the approximate size and shape of the plot? 2.Could you clarify if there are any zoning laws or government-imposed restrictions that I should be aware of? 3.Do we know how the plot is being used currently, if at all? 4.Do we know the demographic profile of the area—who visits or shops here the most? 157
- 158.
- 159. GOVERNMENT RESPONSE SOCIAL ISSUE FRAMEWORKTREE ROOT CAUSE MACROECONOMI C CONTEXT PHENOMENON Types of Failures Target Segment Expected vs Achieved Results Time Bound Targets Met? Societal Norms Economic Barriers Political Instability Legal Issues Technological Gaps Environmental Constraints Goals + GDP Growth Employment Creation Productivity Awareness Campaigns Legal Reforms Recent Guidelines Social Issue Case Begin by defining the issue — type of social failure, affected population, and gaps between expected and actual outcomes. Uncover root causes such as social norms or economic barriers. Link the issue to macro indicators like employment or GDP. Understand government responses like campaigns and legal reforms, with stakeholders including citizens, NGOs, and civil society. Approach: Prioritize actionable, culturally feasible interventions backed by economic logic, ensuring clear socio-economic impact. Approaching a Social Case: What Are They Looking For? When tackling a social case, evaluators expect structured thinking, clarity in identifying the problem, an understanding of macro and micro linkages, and actionable solutions. The idea is to logically break down the issue, identify stakeholders, and address constraints while staying realistic and impactful. We have categorized all social cases into 3 buckets- Social Issue cases, Government Policy cases & Macroeconomics social cases 159
- 160. SOCIAL CASE FRAMEWORK DEFINETHE OBJECTIVE OF THE CASE AND SET GOALS POLICY New Policy Amended/ Ongoing Policy TARGET BENEFICIARIES Demographic Focus Geographic Focus KEY COMPONENTS Stakeholders Implementation Mechanism Budget Allocation Infrastructure IMPACT MEASUREMENT Number of People Benefitted Socio-economic Improvement Monitoring Tools (Surveys, etc.) CONSTRAINTS Legal (Regulatory Hurdles) Economic (Budget Limitation) Political (Policy Shift, Elections) Technological (Access, Literacy) Geographical (Terrain, Remoteness) Government Bodies NGOs Private Sector Central State PPP Physical Digital Top-Down Bottom-Up Centralised Decentralised GOVERNMENT POLICY SOCIAL CASE APPROACH Start by setting clear policy objectives, whether new or amended. Identify target beneficiaries by demography and geography. Map out stakeholders, budget structure (central, state, PPP), infrastructure needs (physical, digital), and implementation models (top-down, bottom-up). Measure impact through beneficiary numbers and socio-economic improvements while addressing legal, financial, political, and technological constraints. Approach: Test policy for feasibility and inclusivity, recommend scalable, cost-effective models with measurable impact and aligned incentives. GOVERNMENT POLICY SOCIAL CASE 160
- 161. Focus on nationalpriorities like GDP growth, employment, and productivity. Analyze both demand (consumption patterns, purchasing power) and supply (production, exports, capital, infrastructure). Stakeholders include government, private sector, MSMEs, financial institutions, and NGOs. Account for constraints like budget limits, regulations, socio-cultural barriers, and technology. Approach: Identify sectoral gaps, suggest productivity reforms, and strengthen market linkages to drive macro-level outcomes. MACROECONOMIC SOCIAL CASE MARKET FOCUS OBJECTIVE GDP Growth Employment Generation Increase in Productivity Target Sectors Demand Market Demand Patterns Consumption Trends Purchasing Power Production Capacity Capital Exports Technology Infrastructure Supply STAKEHOLDERS Government and Policy Makers Private Sector Financial Investment MSME/ Startups NGOs CONSTRAINTS AND ENABLERS Budget Regulations Social/ Cultural Factors Labour Infrastructure and Technology MACROECONOMIC SOCIAL CASE 161
- 162. You are aconsultant working with the government of a Sub-Saharan African country that aims to achieve 100% rural electrification by 2030. Currently, 60% of rural households are still unelectrified. Help them reach their goal. Okay, before proceeding further, I would like to clarify what is the current energy mix in rural areas- how much is grid-connected versus decentralised? Currently, only 10% of rural electrified areas are connected to the central grid. The majority- 90% depends on decentralized renewable energy sources, with solar technologies being the most prevalent. Okay, is the government placing greater emphasis on economic development climate sustainability? The government’s current strategy focuses on environmental sustainability and rapid implementation. Understood. Are there any notable constraints in terms of budget, geography, or private sector engagement? Yes. The geographical landscape is diverse, including mountainous and densely forested regions, which creates logistical challenges. While financial resources are limited, the government is open to leveraging blended finance mechanisms and encouraging private sector engagement. Thank you, I have a fair idea about the situation now. My approach would be structured around three core considerations. First, I would categorize rural households based on population density, their proximity to existing grid infra & complexity of the terrain. Second, I would assess the suitability of different electrification models, namely grid extension, mini-grids & solar home systems Third, I would undertake a cost-benefit analysis to evaluate scalability, long-term financial viability, and potential revenue generation. Okay, sounds good. You may proceed further. Let’s say we have 10,000 rural villages left to electrify. I’d begin by forming a hypothesis based on geography. I’ll make some assumptions : Around 30% of these villages are close to the existing power grid. For these, grid extension could be a feasible solution. About 40% might fall into a mid-range distance where villages are relatively clustered so this setup might be more suitable for mini-grids. The last 30% are in remote or scattered locations, where extending infrastructure could be very challenging. For these, Solar Home Systems (SHS) would probably be the best fit. ROUND PARTNER CASE TYPE SOCIAL INDUSTRY ENERGY COMPANY SAMAGRA FREQUENCY HIGH Easy 162
- 163. Sounds like agood approach. Do we have any data on the per-unit cost of these interventions? Yes. Grid extension costs about $1,200 per household. A solar hybrid mini-grid comes in at around $900 per household. SHS is the most affordable, costing between $300 and $400 per household. Great, that helps clarify things. Based on these numbers, I’d recommend a hybrid electrification model that aligns with the geography of the villages. Go ahead. 1.For the 30% of villages near the grid, I’d go ahead with grid extension, leveraging existing infrastructure. 2.For the 40% that are more clustered but farther out, mini-grids seem ideal for balancing cost and scalability well. 3.For the remote 30%, SHS is the most practical as it's of the lowest cost and doesn't require heavy infrastructure, which makes it ideal for scattered households. We could also prioritise electrifying economic hubs first (e.g. rural markets, schools, clinics) to drive demand and support livelihoods. But, the SHS providers are struggling with loan repayments from rural customers. How would you de-risk the model? I’d look at Pay-as-you-go (PAYG) systems linked to mobile money, bundle SHS with income-generating appliances (e.g. irrigation pumps) as an example of productive use financing. Risk would be shared between public and private sectors, using donor funds to underwrite initial risk for SHS firms. That is a well-structured approach. We can close the case. 163
- 164. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Whatis the current energy mix in rural areas? 2.Is the government prioritizing economic development or climate sustainability? 3.Are there constraints related to geography, budget, or private sector participation? 4.Do we have per-household cost data for different electrification models? 1.Segment villages by density, terrain, and grid proximity. 2.Match electrification models (grid, mini-grid, SHS) to each segment. 3.Make structured assumptions to build a logical approach. 4.Address financial risks through PAYG and blended finance. 5.Bundle SHS with productive- use appliances to support repayment. 100% RURAL ELECTRIFICATION BY 2030 STAKEHOLDERS VILLAGE SEGMENTATION Government Private Players Donors Verification Clustered, Mid-Distance Remote & Scattered Near Grid Grid Extension Mini-Grids Colar Home Systems DERISK PRIVATE SECTOR PARTNERSHIP Pay 6 SHS Productive Use Appliance Blended Finance Donor Gurantees Gurantees to Derisk IMPACT MEASUREMENT Increase in Household Electrification Number of Prodcutive Use Appliances Adopted Revenue from Energy Enablers 164
- 165. The government ofDelhi has reported that cases of harassment have increased by 28% over the past two years. They already have CCTVs in place, helplines, and even police patrolling during peak hours. How would you navigate this issue? Thanks. I’d like to clarify a few things before structuring my thoughts. Are we assuming that the increase in reported cases is due to a real rise in harassment, or could it be a result of better reporting and increased awareness? It is likely to be a mix of both. There’s been more reporting due to social media campaigns, and there may be a rise in incidents post- COVID-19 due to economic strain and crowding, especially in transit points. Got it. Are we focusing only on women, or should we also consider non-binary individuals or other marginalized groups? The primary focus is on women, but feel free to mention solutions that could help others too. Got it, thank you. I’d like to look at this across three key areas: 1.Environment Design – making public spaces feel safer and more responsive. 2.Behavioural Interventions – changing how people act and respond in these spaces. 3.Institutional Responsiveness – improving how the system handles complaints and supports victims. Sounds good. Please go ahead. Starting with the environment, harassment often happens in spaces that are too crowded, too isolated, or poorly lit. I’d suggest identifying these "hotspots" using police data, Google mobility trends, and even an app where women can tag places, they feel unsafe. Once we know the trouble areas, we can try things like: Setting up small stalls in isolated spots to increase natural surveillance. Creating color-coded zones in transit areas with more seating, help buttons, and signs showing it’s a designated “safe” area. Using smart lighting that automatically brightens when foot traffic increases or during late hours. How would you ensure these solutions are cost-effective? We can integrate these design changes into areas where infrastructure upgrades are already planned. For example, if the city is modernizing metro stations, we can include these elements as part of the existing budget, minimizing additional costs. Some of the interventions, like kiosk placement, are low-cost but can have a high impact. ROUND PARTNER CASE TYPE SOCIAL INDUSTRY SOCIAL ISSUE COMPANY NATION WITH NAMO FREQUENCY MEDIUM MODERATE 165
- 166. Sounds good. Moveto the next. Next is behavioral change to change the social environment. Harassers often act because they think no one will stop them. I’d suggest: Audio messages in crowded areas reminding people that harassment is a crime, and bystanders should speak up. Training local vendors, auto drivers, and shopkeepers to act as “safety champions.” They can wear visible tags or have QR codes women can scan to ask for help. How would you make sure these ideas actually work? We can test them out in select locations. We can also talk to people and observe how they react to the changes. Lastly, institutional support really matters. To address this, I recommend: Setting up QR-coded micro-reporting stations in metros and buses where women can anonymously submit harassment reports. Training female police officers to respond in a trauma-informed manner. Developing a real-time dashboard for local police, transport authorities, and gender departments to track reports by location, time, and nature of complaints. You’ve covered a lot of initiatives focused on design, behaviour, and systems. Thank you for the thoughtful approach. We can close the case. 166
- 167. PRELIMINARY QUESTIONS BROWNIE POINTS 1.Isthe increase in reported due to a real rise in harassment, or could it be a result of better reporting and increased awareness? 2.Are we focusing only on women, or should we also consider non- binary individuals or other marginalized groups? 1.Highlighting the difference between actual increase vs. better reporting. 2.Integrating low-cost, high- impact solutions like pop-up kiosks and smart lighting. 3.Suggesting a flexible system based on different areas and local cultures. WOMEN SAFETY OBJECTIVES ROOT CAUSE ACTION TAKEN STAKEHOLDERS Address Gaps Reduce Harassment Institutional Behavorial Spatial Street Based Transit Based Focus Area Police Local Vendor General Public Govt Institution Women Environmental Decision Behaviour Institution Setting up Stalls by Police Color Coded Zones Smart Lights Training Local Vendors Audio Messages Training Female Police QR Code Micro Reporting Real Time Dashboard 167
- 168. You’re advising thegovernment of a newly independent nation in Southeast Asia. They want to develop the economy with a strong focus on agriculture. How would you approach this? Thanks! Before diving into a structured approach, I would like to ask a few contextual questions to understand the landscape better. Of course, go ahead. First, what kind of economic model is this government aiming for more market-driven or centrally planned? It’s a mixed economy for now, with the government playing an active early role. Got it! That allows space for reform-led growth. What about demographic indicators literacy, rural-urban distribution, and employment trends? The literacy rate is low. About 70% of people live in rural areas, most engaged in subsistence farming. Thanks, that’s helpful. Could you tell me about the land— how fertile is it, and what are the main crops? The land is moderately fertile. Key crops include rice, maize, and some sugarcane. There’s potential to diversify further. Noted. Is the country landlocked or coastal? It’s a peninsular country with solid access to the sea. Perfect that gives us a strong logistical edge. Based on what you've shared, I'd like to approach this case step by step. First, I’ll define the objective clearly, then break it down into demand and supply side levers, identify key stakeholders, and highlight any constraints we should be mindful of. Sounds good. Go ahead. Would you like me to focus Primarily on supply side or demand side levers? Let's go ahead with supply side ROUND FINAL CASE TYPE SOCIAL INDUSTRY AGRICULTURE COMPANY DALBERG FREQUENCY MEDIUM DIFFICULT 168
- 169. Thanks! Starting withthe supply side, the focus would be on strengthening the production ecosystem so that farmers have the tools, incentives, and resilience to shift from subsistence to surplus. I’d cluster this under three main buckets: 1. Land and Input Reforms Land redistribution or legal titling where applicable Ensuring affordable access to quality inputs like seeds, fertilizers, and credit Public investment in irrigation, rural roads, and warehousing 2.Farmer Training & Extension Service, given the low literacy rates, typical top-down training won't stick. Using audio-visual tools and local dialects. Partnering with NGOs and SHGs to train farmers on-ground. Creating peer-led “model farmer” networks—farmers trust farmers 3. Productivity Boost & Crop Diversification Encouraging mechanization through rental services. Shifting toward high-value, low-water crops like spices, medicinal plants, tropical fruits. Promoting climate-resilient practices: crop rotation, organic inputs. Fair enough. But many small farmers are risk-averse. What kind of support systems would you put in place to make this transition feel safe for them? Great question. I’d propose a multi-layered safety net: Crop insurance schemes tailored for diversified crops. Input subsidies in the early years for seeds and training. Assured procurement at minimum support prices for select cash crops. Well structured. Could you suggest some long term reforms? For the long term, focus should be on efficiency of Agriculture and Rural Diversification. Improving agricultural efficiency through modern technology, better farming practices, and optimal use of resources (water, land, labor) will help maximize yields and ensure sustainability. 169
- 170. Moving beyond agricultureand investing in other sectors like agro-processing, local industries, tourism, and services will create alternative sources of income for rural populations. Makes sense. Can you suggest some measures to ensure that? Efficiency in Agriculture: Establishing local water management committees to oversee small-scale, sustainable irrigation systems. This ensures more efficient use of water resources and reduces dependency on external infrastructure. Encouraging the formation of farmer cooperatives that can collectively purchase high-quality seeds, fertilizers, and tools at a lower cost, improving accessibility and reducing input costs. Introducing low-cost, organic soil enhancement methods such as composting, mulching, and crop rotation to improve soil health and reduce dependency on chemical fertilizers, leading to more sustainable farming practices. Creating rural tourism experiences that highlight farming practices, local culture, and natural beauty, attracting visitors and creating jobs in areas like hospitality, local guiding, and small-scale farming experiences. Really comprehensive. Now if you had to list your Top 5 Priorities for the first five years, what would they be? 1. Land and input access reforms 2. Public investment in irrigation and storage 3. Farmer-centric training programs 4. Pilot agro-processing clusters 5. Foundational work for export logistics and maritime infrastructure Very clear and structured. we can end the case here, thank you. 170
- 171. PRELIMINARY QUESTIONS BROWNIE POINTS AgriculturalDevelopment Strategy OBJECTIVES MARKET FOCUS STAKEHOLDERS CONSTRAINT & ENABLERS Economic Development Agriculture GDP Growth Infrastructure Development Employment Generation Crop Diversification Land and Input Reforms Police Regulations Productivity of Labour Infrastructure & Technology Social Factors Productivity of Land Financial Institutions Private Sector Government of Policy Makers Financial Institutions MSMEs & NGOs Demand Supply Market Access Consumption Trends Purchasing Power Institutional Support Land and Input Availability Production Efficiency & Distribution Labour Productivity & Capacity Building 1.What kind of government system are we looking at — is it market- oriented or more centrally planned? 2.Does the country have access to the sea or is it landlocked 3.How fertile is the land, and what crops are currently grown? 4.What about the country’s demographics — things like literacy rate, rural-urban distribution, and labor force? 1.Tailor recommendations to the socialist economy 2.Leverage geographic advantage 3.Address low literacy with targeted farmer training programs 4.Identify long-term need to diversify the rural economy 171
- 172. Your client isthe Government of India. You’ve been hired to design a national-level program that prepares the youth for future jobs. Alright. Before jumping into solutions, I'd like to understand a bit more—what exactly do we mean by “future jobs”? Are we referring specifiy to tech jobs or are we looking at a broader landscape? Good question. The government is referring to jobs that are expected to emerge or expand rapidly over the next 10–15 years—so this includes AI, robotics, clean energy, digital services, modern agriculture, healthcare delivery, etc. Basically, sectors that are not yet fully mainstream but will define the economy soon. Understood. And are we targeting school students, college grads, dropouts—who exactly is this program aimed at? We’re targeting Indian youth between 15 and 30. That would include school students, recent graduates, as well as those currently unemployed or in informal work. Okay, and is there any fixed timeline by which this program should show outcomes? There’s no immediate deadline, but the idea is to start now and build a scalable, impactful model that shows measurable outcomes in 2–3 years. Great. I’d now like to break this down a bit to better frame my structure. Go ahead. I believe we can break this down into a simple impact formula: Future-Ready Youth = Access to the program × Relevant skill-building × Conversion into job/gig/entrepreneurship opportunities Looks good. Let’s take them one by one. Start with access. Sure. When it comes to ensuring access, there are a few levers we can work with: ROUND BUDDY CASE TYPE SOCIAL INDUSTRY ECONOMY COMPANY DALBERG FREQUENCY HIGH MODERATE 172
- 173. 1.Digital Access Government candistribute learning kits—basic tablets, data plans, or access to common service centers in villages. Mobile-first platforms in regional languages would help reach Bharat’s youth. 2. Physical Touchpoints Revamping existing infrastructure like ITIs, community centers, or post offices into Skill Hubs. Evening and weekend batches for those already working. 3. Awareness and Inclusion Using influencers, teachers, and panchayat members to spread awareness about the initiative. Special focus campaigns for women, NE youth, tribal areas, and people with disabilities Would you prioritize any group in the initial phase? Yes. I’d start with high-unemployment zones and groups that are otherwise left behind—rural women, dropout youth, and tier 3 city aspirants. Makes sense. Let’s assume they’re now onboard. What are you teaching them? This brings us to the next part—Relevant Skill Building. I’d divide this into four key buckets: 1.Core Technical Skills- AI/ML, digital marketing, green energy tech, drone operation, app development.Skilled trades like EV maintenance, solar panel installation, or healthcare tech. 2.Meta Skills-Digital literacy, tool fluency (e.g., Excel, Canva, GPT tools). 3.Soft Skills- Interview readiness, communication, etiquette, collaboration and multilingual training to help with customer-facing roles. 4.Life & Career Skills- Financial literacy, mental well-being, career goal setting. How do you keep students engaged in such a large-scale curriculum? I’d keep it very practical. Projects over theory. Peer-led modules. And localized examples—say, teaching Python using cricket data or Excel through budgeting a wedding. That’s clever. Alright, they’ve learned the skills. Now what? 173
- 174. Now comes thethird piece—Conversion to Employment. That’s where we ensure the skilling actually leads to income. 1.Jobs- Building a centralized AI-enabled job and gig platform tailored to their skills, mandating industry partners to hire a % from this program like CSR quotas and conducting hybrid job fairs every quarter at the district level. 2.Freelancing- Teaching how to build a Fiverr/Upwork/Instagram profile and support with digital tools, payment access, and marketing tips. 3.Entrepreneurship- Providing seed grants for micro-entrepreneurs—like drone service startups or vernacular YouTubers and having Incubation pods at district level with mentoring and credit access. That sounds ambitious. That was well-thought through and very structured. Let’s pause here. 174
- 175. PRELIMINARY QUESTIONS BROWNIE POINTS PREPARINGYOUTH FOR CAREER READINESS ACCESS TO THE PROGRAM Digital Access Physical Touch-points Awareness and Inclusion Core Technical Skills (AI, ML) Meta Skills Soft Skills Life Skills RELEVANT SKILL BUILDING Jobs Freelancing Entrepreneurship CONVERSION TO JOB/GIG 1.What do we define as “future jobs” only tech or a broader scope? 2.Who is the target audience— students, graduates, unemployed youth? 3.Is there a fixed timeline to see impact? 4.What geographies or demographics are we prioritizing initially? 1.Framed solution as: Future-Ready Youth = Access × Skills × Opportunity. 2. Suggested vernacular, mobile-first platforms and ITI repurposing for access. 3. Grouped skills into technical, meta, soft, and life categories. 4. Proposed localized, practical learning methods. 5. Linked training to outcomes via AI matching, freelance support, and rural micro-entrepreneur pods. 175
- 176. Why were MSMEs,in particular, disproportionately impacted by the COVID-19 crisis when compared to larger firms? Analyze the underlying challenges. Good afternoon, and thank you for the opportunity. MSMEs were hit harder due to a mix of structural weaknesses and COVID-specific shocks. Many operated with limited working capital and poor access to formal credit. Lockdowns disrupted their operations and labour supply, and unlike larger firms, most couldn’t shift online due to the digital divide. That makes sense. Would you consider these factors to be primarily pre-existing, or were they a direct result of the pandemic? I believe the pandemic acted as a stress test. Most of these issues like limited formalization, poor digital penetration, and financial exclusion were systemic and predated COVID. However, the crisis intensified their consequences and accelerated the need for structural reform. In your assessment, which sub-sectors or business types experienced the greatest disruption? The level of impact varied significantly by sector. Hospitality, retail and textile were hit hardest due to their dependence on physical footfall. I read this in a report and found it interesting that MSMEs that supported healthcare, e-commerce logistics, and sanitation services saw relatively low impact, and even growth, due to pandemic-driven demand shifts. Assuming limited fiscal space, how would you recommend we prioritize which MSMEs to support? Budgetary constraints is a big problem and i believe a structured and equitable prioritization way is necessary to ensure that MSMEs prosper. I would consider four dimensions: 1.Revenue Disruption: Prioritizing firms that lost over 50% of income during the peak disruption. 2.Employment Intensity: Focusing on firms that support high numbers of workers per unit of capital. 3.Recovery Viability: Targeting businesses with a clear path to rebound, given short-term support 4.Geographic Vulnerability: Directing resources towards districts with a high concentration of MSMEs and high COVID-19 severity. That sounds comprehensive. There was a lot of buzz around Development Finance Institutions (DFIs) during COVID as a way to help MSMEs survive the pandemic. What role can DFIs play in the recovery of the MSME sector? ROUND PARTNER CASE TYPE SOCIAL INDUSTRY ECONOMY COMPANY DALBERG FREQUENCY LOW MODERATE 176
- 177. I can vividlytrace the discussion around that over newspapers. As per my knowledge, DFIs can play a catalytic role through few key levers: 1. Credit Enablement: Providing low-interest, collateral-light loans, issuing partial credit guarantees, and extending emergency working capital through NBFCs and fintechs. 2. Digital Transformation Support: Offering grants or co-investment for digital onboarding such as e-commerce integration or digital payment adoption. 3. Capacity Building and Financial Literacy: Conducting training programs in vernacular languages on topics such as cash flow management, formal bookkeeping, and digital tools. 4. Policy Advocacy: Engaging with regulatory bodies to simplify compliance norms, reduce tax burdens (e.g., GST) You are right. Suppose we’re focused specifically on MSMEs in the textile sector. How would you contextualize these interventions for that segment? In textiles, a cluster-based approach would be effective in my opinion. This could include digitizing order processing at the cluster level, building shared logistics infrastructure, offering working capital loans tied to confirmed purchase orders, and enabling partnerships with urban retail brands. Your recommendations are sound. But in your view, are MSMEs aware that these schemes and supports even exist? Awareness is a major challenge and many are not sound with these facilities. There exists significant information asymmetry, particularly for micro and informal businesses. Communication channels tend to be top-down, often delivered in English or urban-centric formats, which exclude large segments of the MSME population. Furthermore, there is a legacy of mistrust toward formal institutions due to previous experiences with red tape or loan rejections. How would you recommend we overcome these barriers? A ground-up communication strategy is essential. This could involve localized outreach using vernacular media (community radio, local cable, and WhatsApp channels). and collaborations with SHGs, NGOs, and trade associations who already have trust capital. Last question from my end; in your view, what would long-term success look like? I believe in the long run, success of MSMEs would not be measured by mere survival. It would mean MSMEs operating with resilience; formally integrated, digitally capable, and connected to value chains. An entrepreneur in a Tier-3 town should feel confident accessing a digital loan, selling across the country, and employing more workers with stability and dignity. That was a thoughtful and well-structured discussion. Thank you for your time. 177
- 178. PRELIMINARY QUESTIONS BROWNIE POINTS ROOTCAUSES SECTORAL IMPACT Low Disruption Limited Working Capital Poor Formal Credit Access Low Digital Penetration Structural Weakness Supply Chain Issues Liquidity Crunch Demand Collapse COVID Specific Shocks High Disruption Retail, Hospitality, Textile E-commerce, Edtech, Healthcare Financial Digital Transformation Capacity Building Policy Advocacy INTERVENTION IMPACT OF COVID-19 ON MSMEs 1.What data is available on MSME performance during the pandemic (e.g., revenue loss, employee retention)? 2.Are there existing government schemes, or are we designing new ones? 3.What is the budget for this intervention, and are there regional priorities? 4.Are there specific industries MSMEs should focus on? 1.Highlighted structural weaknesses (e.g., financial exclusion, poor credit access) explaining MSMEs' pandemic impact. 2.Sectoral impact analysis (e.g., hospitality, textiles) helped prioritize sectors needing support. 3.Prioritized geographic targeting and vulnerable groups (e.g., rural women, informal workers). 4.Suggested cluster-based approaches for sectors like textiles to enhance scalability. 5.Focused on digital transformation and financial literacy for long- term resilience. 178
- 179. The Government ofBihar has observed a steady rise in mortality rates over the last five years, especially in rural areas. Most of these deaths are preventable; linked to infections, childbirth complications, or unmanaged chronic illness. How would you begin tackling this? Thanks for the case. To frame the problem properly, I’d like to clarify a few points. Has the rise affected specific age groups ; say, infants or elderly more than others? Are particular districts or regions contributing disproportionately? And has there been any recent change in how health services are delivered? Good questions. The increase spans all age groups but is most pronounced in rural districts. Infrastructure hasn’t changed much; hospitals still exist but doctor absenteeism has gone up, and many have moved to private practice. A few large districts seem to account for much of the increase. Got it. I’d approach the issue by exploring three dimensions; service supply, healthcare access and demand, and external or policy-related disruptions. Starting with the supply side, I'd look into how functional the facilities really are. Are doctors present? Are nurses and equipment available? And what’s motivating or demotivating the public health staff? Interesting. For context; around five years ago, a district leader introduced a controversial accountability policy. Government doctors had to wear bright green tags saying “Sarkari Naukar”, and publicly record their bathroom breaks. That aligns with the timing of the mortality spike. Does that shift how you think about the problem? That adds a new layer. What may have been framed as transparency might have felt demeaning. It could have driven good doctors out of the system. Especially if salaries were delayed and support was missing, this kind of symbolic policing can really damage morale. Fair take. Let’s move to the patient side. How are you thinking about the demand or access challenges? Even if facilities exist, people may not trust or use them. If public clinics are seen as unreliable, families might delay care, rely on informal providers, or skip treatment altogether. Geography plays a role too - villages far from roads or without ambulance access might have no realistic options during emergencies. ROUND FINAL CASE TYPE SOCIAL INDUSTRY HEALTHCARE COMPANY SAMAGRA FREQUENCY HIGH MODERATE 179
- 180. Let’s say thehealth ministry asks you to stabilize mortality in six months. You can’t hire 500 doctors overnight. What’s your move? I’d start by activating community health networks - ASHA workers, midwives and equip them with better tools, like teleconsultation support. Second, I’d deploy mobile clinics with predictable rotations, even if only weekly. And finally, I’d set up emergency referral channels ; perhaps tie-ups with local transporters for ambulance substitutes. And what if the mobile clinics stop during monsoons? I’d decentralize further ; train community volunteers in symptom recognition, stock basic meds with trusted locals, and rely on mobile phones to escalate serious cases. The idea is to build micro-systems that can operate even when formal ones stall. You’re visiting a village. A woman says her mother died from a diabetic episode because there was no ambulance. She says, We don’t expect anything from the sarkar anymore. What do you say? I’d say: “I’m deeply sorry. No one should have to go through that. If you're open to it, I’d like to understand more ; what could’ve helped, and what support you still need” People don’t need speeches. They need someone who listens and stays. That’s a thoughtful response. Thanks. I appreciated your clarity and empathy. Best of luck with what’s ahead. 180
- 181. PRELIMINARY QUESTIONS BROWNIE POINTS RISEIN NATURAL DEATHS RISING MORTALITY RATE RISE IN PREVENTABLE DEATHS Policy Disruption Service Supply Availability of Doctors Equipment Delayed Salaries Led to Reduced Motivation Reliability Geography Healthcare Access 1.Which age groups and regions are most affected by the rising mortality rates? 2.Has there been any change in health service delivery (e.g., doctor absenteeism, policies)? 3.What resources and budget are available to tackle this issue? 4.Are there any existing community health structures, like ASHA workers, that can be leveraged? 1.Explored service supply by questioning functional facilities, doctor availability, and staff motivation. 2.Considered policy impact (e.g., "Sarkari Naukar" accountability policy) and its effect on doctor morale and retention. 3.Addressed demand-side issues like trust in public health services and geographic barriers to access. 4.Community health networks and clinics for quick, decentralized response in emergencies. 181
- 182. Below is acomprehensive list of common strategy questions that recruiters frequently pose during interviews beyond traditional case studies. These questions often take the form of situational prompts or puzzles designed to assess your analytical thinking and problem-solving capabilities under pressure. Firms have distinct preferences for certain question types, which are noted alongside each entry to help candidates prepare more effectively for specific target companies. QUESTION DIFFICULTY COMPANY S.NO. LSR with its strong legacy, is considering expanding into the engineering department. Given its history and current positioning, how would you assess the feasibility and approach the implementation of this new department Everest Group 1 If you were to have 8 slices of a cake but with 3 cuts, how would you go ahead? Nomura 2 A woman uses a fake ₹1000 note to buy ₹200 worth of goods. The shopkeeper gives her ₹800 change using money from a neighbor. When the note is found fake, he repays the neighbor ₹1000. What is the total loss? You're on a game show with 3 doors—1 hides a car, 2 hide goats. You pick Door A. The host, knowing what's behind each door, opens Door B to reveal a goat. You can stick with A or switch to the remaining door. To win the car, should you switch? Why? Blackstone 3 A cardboard has no cost value and you put a 1000 rupees note on the box, what would be the enterprise value Houlihan Lokey 4 182
- 183. QUESTION DIFFICULTY COMPANY S.NO. India hasa taxation system for alcohol that varies for states. You are the head & are sitting across Nirmala Sitharaman. How will you convince her about a unified tax system? If you were to discontinue any beer from Ab InBev’s product line, which one would you and why? AbinBev produces energy drinks and non-alcoholic beverages. If I consume them, which is your favourite & if not, why? Ab InBev 6 UAE bank wants expat-focused features. A A bank in the UAE plans to launch specialized banking services for the expat population. What would be your strategy to assess the feasibility and design a solution tailored to this demographic Kepler Cannon 7 Meesho's short video commerce platform is seeing a drop in orders. Analyze the entire user journey from app entry to checkout, diagnose issues such as CTR and video content relevance, and conduct a root cause analysis for declining saree sales and a 15% drop in grocery Sales/DAU in Nagpur. Meesho 8 Chart the energy generation patterns of a solar power plant versus a coal-based extraction plant over the course of a day. What key factors would you consider in this comparison? You have two identical ropes & a lighter. Each rope takes 60 minutes to burn completely when lit from one end, but they burn non-uniformly—some parts may burn faster than others. You cannot cut the ropes or use any additional tools. Task: Measure exactly 45 minutes using only the ropes and the lighter. Clean Max 5 183
- 184. Creating LSR's first-everConsulting Casebook has been quite the rollercoaster. What began as late-night conversations within the placement cell union has somehow materialized into the pages you're holding. We won't pretend this journey was perfect - there were disagreements, missed deadlines, and moments when we questioned if this was worth pursuing at all. Remember that the consulting world can feel intimidating, but at the end of the day, it's just problem-solving with structure. Some of you will breeze through case interviews, while others might need more practice - both are completely fine. This casebook isn't about guaranteeing success; it's about giving you a starting point and the confidence to take that first step. When you do succeed, stay grounded. Help those coming after you. Share your knowledge freely. The LSR community thrives when we lift each other up. So use this casebook. Mess up. Learn. Try again. And when you're sitting across from that interviewer who seems determined to watch you fail, remember that we've been there too – sweaty palms, racing thoughts and all. Whatever happens, you'll be okay. Take care of yourself. And for god's sake, remember to eat during the placements week. We're rooting for you, The Casebook Team LSR. 184
- 185.