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Practice casebook - Consultant / SA
Table of Contents
Introduction 3
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Introduction
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Practice casebook - Consultant / SA
This Casebook
This book presents sample case problems and walks you through the
process of developing an answer. The goal for these materials is not to
present every possible type of case you may encounter. Rather, each
case is thoroughly dissected to illustrate a solid analytic approach and the
level of detailed analysis which a candidate is expected to bring to the
discussion.
At each step in the analysis, good answers to the case questions are
provided, along with pitfalls candidates commonly encounter. The
suggested approach (and the pitfalls) should generalize to most of the
cases you will encounter, so this casebook should help provide a good
introduction for your case practice efforts.
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Practice casebook - Consultant / SA
Good luck!
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Case overview: office products
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Background Slide 1
Client profile
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Background Slide 2
Acme financials
Acme experienced consistent revenue and profit growth during the
1980s.
$Millions
200
100
15% (40%)
Pre-Tax Profit
0
1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991
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Background Slide 3
Competitive product lines
Acme offers a broader product line than its competitors
15,000
12,500
10,000
5,000
5,000
3,400
0
Acme Competitor A Competitor B
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Background Slide 4
Distribution channels
Acme
Wholesalers
50% 25%
Dealers /
Superstores
Small Retailers
End Customers
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Background Slide 5
Market trends
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Step 1: Identify the critical issues
Interviewer: What do you think are the critical issues facing this client?
(or) Where would you focus your efforts at this client?
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Step 4: Structure/execute analysis
Interviewer: What analysis would you need to perform to address the issue?
(or) How would you develop your hypothesis on reducing costs?
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Case overview: utility marketing strategy
The background slide to the case does not clearly state the issue to
be addressed. You must decide where the leverage is without getting
distracted by the existence of the gas business or delving into
regulatory concerns.
There is really only one framework that works for this case and it is
not a standard framework. The critical variables to prioritize
customers are value and vulnerability (or risk of defection). A simple
2 X 2 matrix works best.
There are not a lot of numbers to use in this case but they can help
you develop your hypothesis.
Major Industrial
Residential Remaining I&C
and Commercial
Customers Customers
(I&C) Customers
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Step 1: Identify the critical issues
Interviewer: Given this information, where do you think the case team should
focus?
Are the gas and electric Given the size and the dynamics Getting caught up in trying to
businesses inter-related? of the electric power market I understand dynamics of gas
- Do they serve the same will focus on that part of the and electric businesses
customers? (some overlap) business - a few simple questions can
- Will the de-regulation of electric With the emerging de- make it clear that the electric
power generation impact the gas business is what matters
regulation, the key marketing
business? (no) Digging into detailed
issue is customer retention
- What is the relative size of the regulatory issues
businesses? (electric = 80% of Since the utility will lose some
revenues and 85% of profits) customers with deregulation Not identifying retention as
(starting with a monopoly they the critical issue
Is it therefore safe to assume
that the composition of the only have one direction to move) Trying to develop strategies
overall customer base reflects the key question is which to retain all customers rather
the electric business as well? segments of customers the than focusing on segments
(yes) utility should invest in retaining
For extra credit articulate
additional questions which drive
to actions: what are their needs,
how is the organization aligned
to meet those needs today and
what organizational and
strategic changes should be
made to improve the way we
serve target segments CHI 19
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Step 2: Specify an analytic framework
Interviewer: How would you determine on which segments the
utility should focus?
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Step 3: Prioritize/develop hypothesis
Interviewer: What analysis would you have the team perform to test your hypothesis?
Conduct customer research to further segment Not being creative in places and ways to gather
customers by needs and to assess the data and conduct analysis
vulnerability of segments based on propensity to Not attempting to get actual data or at least
switch/loyalty behavior samples of actual data wherever possible and
To prioritize segments the team must first instead relying on assumptions for critical
estimate each of the major elements of the value drivers of value
equation: Not articulating framework for visually capturing
- Acquisition cost based on sales and marketing costs output of analysis to articulate/demonstrate the
devoted to that segment (either tracked directly or answer
estimated through interviews/surveys of sales and
marketing depts.)
- Volume based on usage for that segment (or in the
case of 1000 Major I&C customers can track actual
historic usage by specific customers)
- Profitability margin based on usage patterns (peak
loads, timing of peaks, etc.) developed in conjunction
with technical and finance resources from the client
- Customer life based on industry research regarding the
typical life of that type of business
To assess vulnerability utilize output of research
and supplement with an assessment of the
attractiveness of segments to likely new
competitors (qualitative assessment)
Create 2X2 matrix plotting segments based on
value and vulnerability
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Step 5: Drive to recommendations
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Background Slide 1
Situation/complication
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Office Vending Services revenue
(1996-1998)
$300M
250
250
230
200
200
150
100
50
0
1996 1997 1998
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Office Vending Services cost
(1996-1998)
Office Vending Services Costs
$300M
250
225
216
200
200
150
100
50
0
1996 1997 1998
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Office Vending Services volume sold
(1995-1998)
Volume Sold (Millions of Deliveries)
3.0M
2.5
2.0
1.5
1.0
0.5
0.0
1995 1996 1997 1998
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Office Vending Services historical pricing
(1995-1998)
$125
100
75
50
25
0
1995 1996 1997 1998
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Office Vending Services market trend
(1996-1998)
Total Market Sales
Percentage Change
(1996-1998)
$500M Total: 3%
Others 17%
200
(20%)
Office Vending Services
100
0
1996 1997 1998
Source: Market Research; Company Annual Reports; Office Vending Services Financials
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Customer satisfaction
Importance/Performance: 1=Low, 10=High
Price 10 4 8 7
Product 6 10 5 6
Variety/Selection
9 5 10 8
Delivery Reliability
3 9 4 5
Machine Service/Repair
5 7 5 4
Complaint Resolution
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Customer satisfaction
Importance/Performance: 1=Low, 10=High
6
6
5
Importance
0
Price Product Delivery Machine Complaint
Variety/Selection Reliability Service/Repair Resolution
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Competitor comparison (1998)
Vend
International $130M $35M $30M $30M $17M $5M
Candy &
Pop Co. $110M $32M $22M $23M $15M $6M
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Office Vending Services cost per delivery
(Versus competitors)
Cost per delivery
$125
105.3
Other
100 94.7 93.8
Repair
75 Delivery
SG&A
50
25
COGS
0
Office Vending Services Vend International Cand & Pop Co
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Office Vending Services cost structure
(Historical trend, 1996-1998)
Costs
$300M
Percentage Change
(1996-1998)
250 Total:
225 (11%)
Other 216
200
200 Repair 0%
(14%)
Delivery
150 (25%)
SG&A
100 (8%)
50
COGS (7%)
0
1996 1997 1998
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Step 1: Identify the critical issues
Interviewer: What do you think are the critical issues facing this client?
(or) Where would you focus your efforts at this client?
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Step 2: Specify an analytic framework
Interviewer: How would you approach this problem?
(or) Specifically, what would be the key elements of your analysis?
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Step 3: Prioritize/develop hypothesis
Interviewer: So, what issue would you pursue first?
(or) Which do you think is the most leveraged area for analysis?
When this question is asked, it is a sign that the Touching on issues rather than driving to the
interviewee has uncovered what has changed essence of the case
with respect to revenue and costs and is being - Id like to know how much the company spent on
prompted to suggest a line of analysis which will advertising over the last year compared to other
help them drive toward a recommendation industry players
- I think the most important issue facing the client is Failing to directly answer the interviewers
the decline in unit sales which are responsible for the question
decrease in revenue. My hypothesis is that this - How many other players are there in this industry?
decline in demand is responsible for a decrease in
capacity utilization and/or leverage of other fixed
costs which is ultimately responsible for the decline in
profitability.
- If nothing can be done to address the decline in unit
sales (for instance, market-wide demand change), it
will be necessary to aggressively manage costs to
improve profitability. For this reason, I would next
like to investigate the clients major cost
components.
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Step 4: Structure/execute analysis
Interviewer: What analysis would you need to perform to address the issue?
(or) How would you develop your hypothesis on reducing costs?
Here, the interviewer is looking for specific Failure to suggest an actionable course of
analytics which would enable the case team to analysis
make an actionable, data-driven - Id like to understand why sales have declined
recommendation - Interviewer - Ok, so what data do you want/how would
On the revenue side, Id like to investigate why you actually go about this?
unit sales have fallen and on the cost side, Id Suggesting a course of analysis which will not
like to understand how our costs compare to directly lead to an answer for the key question in
those of competitors the case
- It is clear that falling unit sales are driving the decline - First we need to estimate customer price elasticities
in revenue. Id like to understand whether a customer for each service provided.
or competitor shift is driving this trend, or the market is
simply contracting
8 Id like to see how our market share has changed
relative to other industry players. If everyones
sales have declined, that implies a need to
aggressively manage costs in the face of a
shrinking market.
8 On the other hand, if other competitors have
gained share at our expense, Id like to know why.
Id like to see what features or characteristics
customers value most (especially price) and how
our client stacks up with other industry players
- Id like to compare the clients major cost elements
with those of the other two competitors.
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Step 5: Drive to recommendations
Interviewer: What actions would you recommend to the client?
(or) Based on your analysis, what should the client do?
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Question tree
The following tree illustrates how a candidate might use the profitability framework
to work through the case.
market trend
3.0MM (1996-1998)
$500MM Total: 3%
1.5MM
or has a $300MM
Vend International 44%
Page)
changed?
0.0MM
1995 1996 1997 1998
Source: Market Research; Company Annual Reports; Office Vending Services Financials C H I 60ASVM003 6
share?
$230MM
$200MM
$200MM
$150MM
$100MM
Office Vending Services,Inc.
Office Vending Services Historical Pricing
$50MM (1995-1998)
$0MM
1996 1997 1998 How has unit $125
bc
price
Source: Office Vending Services,
Inc. Financial Statements CHI 60ASVM003 2
$25
changed? $0
1995 1996 1997
bc
1998
Cost Insights
have Office Vending Services,Inc.
profits
Office Vending Services Cost Structure
(Historical Trend, 1996-1998)
Our client is at a cost
declined?
$300MM
$250MM
Percentage Change
(1996-1998) disadvantage relative to other
How has total $225MM
$216MM
Total: (11%)
industry players
Costs (Millions of Dollars)
Other
$0MM
COGS (7%) Our client does not have much
components of
1996 1997 1998
$250MM
cost? of their high relative cost position
Office Vending Services Costs
$225MM
$216MM
$200MM
$200MM
$50MM
$0MM
1996 1997 1998
How does each Competitor Revenue
Cost of
Goods Sold
SG&A
Expense
Direct
Labor
(Delivery)
Direct
Labor
(Repair)
Other
Costs primarily from SG&A and COGS
implying inefficient manufacturing
Office Vending Services $200MM $70MM $60MM $30MM $30MM $10MM
$110MM
$35MM
$32MM
$30MM
$22MM
$30MM
$23MM
$17MM
$15MM
$5MM
$6MM
Price 10 4 8 7
Product Variety/Selection 6 10 5 6
Delivery Reliability 9 5 10 8
Machine Service/Repair 3 9 4 5
Complaint Resolution 5 7 5 4
Revenue Insights
or has a $300MM
Vend International 44% offering a superior listed as most important to
$200MM
competitor $100MM
Office Vending Services (20%)
value proposition or end customers (price and
been stealing by cutting price?
$0MM
1996 1997 1998
Source: Market Research; Company Annual Reports; Office Vending Services Financials
bc
C H I 60ASVM003 6
9
Cand & Pop Co
particularly important to
Customer Rating of Importance/Performance
Vend
International
Office Vending
8
Services
end customers
Importance
6
6
5
4
3
0
Price Product Delivery Machine Complaint
Variety/Selection Reliability Service/Repair Resolution
bc
Source: Bain Customer/Market Research for Office Vending Services (n=3500) C H I 60ASVM003 8
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