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You can do it...!!! You will do it...!!! If you won't, who will?
Case interview
JUST FUCKIN STRUCTURE....!!! What the hell is wrong with me? Dont worry about the rime. He needs a fuckin'
structure. Without it, you are fuckin out...
This is reflecting in my Market entry cost. Ask for Top level costs first. Then, go to the next level.
Is it a profitability problem?
Its backgroud
Ask about the users of this product? Who are the consumers?
Location
Now you have some background of the company, its products and its competitors.
Revenues - Costs
BE SURE TO ANALYZE ALL POSSIBLE SOURCES OF REVENUE
Advertisement revenue
Different products
Geographies
Divisions
If not, then what is current efficiency we are operating at? If we are at 100, then have the numbers of machines
changes? For eg, Earlier they had 5, they closed down 1..
Analyze -> Suppliers - Transportation/Logistics - Production - Logistics - Distribution - Retailers Low penetration due
to change in Location.... (Shelf placement, geography )
Price
Promotion
Have our quality declined? Any recent bad PR and Media? (Maybe it has got into some controversy) Our brand
image impacted
Competitor inroduced some new product or Decreased prices, bundle promotions? Extensive marketing
Our consumers need to be satisfied. Target them with some segment popular media trend. Celebrity, Olympics and
Sports,
Has the competitors decreased their prices? launched a new product? Do they enjoy economies of scale?
--- Finish the entire BCG folder !!! Absorb Major learnings
--- Dont be ashamed of asking seniors for help... They are all there to help --- Start meeting Fin placed seniors, collect
info--- And most importantly, listen to Seniors. Don't take their advise lightly.
Nearly schedule
Alphabeta ppt
4. Suzlon case
5. Operations Assignment
7. QT notes
Load factor is the actual number of passengers in a bus divided by the total number
of seats in a bus
Managing Cannibalization
But companies must come to grips with their cannibalization concerns, because getting overly defensive can
curtail powerful growth strategies.
find customers who aren’t consuming because existing solutions are too expensive or complicated.
One mantra that Procter & Gamble follows is “delight, don’t dilute.
if an opportunity is large enough, someone is going to find a way to realize it.
right framing and the right strategic approach can make sure it doesn’t stop the pursuit of high-potential growth
strategies.
Revenues, sales, or turnover (the three terms are synonyms) are the total amount of
money that the company receives from customers by selling its products.
Fixed and variable costs: Businesses incur two types of costs. Variable costs are the
costs that increase with higher sales or higher production. Fixed costs are the costs that
would have to be paid regardless of how much is produced. In other words, variable
costs change with the level of business activity, while fixed costs don’t.
Return on investment (ROI), or return on capital invested (ROCI), measures how much
profits are generated by $100 invested in a given project or business. Let’s say you set
up a lemonade stand with an initial investment of $1,000 to pay for a stand, a lemon
press, etc. Let’s now assume that you sell $500 worth of lemonade throughout the year
and that you incurred $400 in costs to make those sales (E.g.: lemons, sugar, electricity,
etc). Your profit for the year is $100 and your return on investment is $100 / $1,000 =
10%.
Let’s focus on the initial investment part of the equation. In your case interviews, you will
most likely have to calculate ROIs when a company is investing in a new project. Here,
the initial investment will be the upfront expenses the company needs to make to start
the business. For instance, if the company wants to start producing cars, building the
car factory will be the main initial investment. Similarly, if the company wants to start a
supermarket, the main initial investment will be the building, fridges and shelves to set
up the supermarket (assuming it buys the building). Initial investments are typically only
incurred once, at the beginning of the project.
Sales down?
Competitors lower prices
High delivery time
Low commission to doctors
High waiting time
Customer service , staff not friendly
Is it a profitability problem?
Since when is the problem happening
Ask about the company.
Its backgroud
No. and spread of shops, divisions,
Ask about the products?
Ask about the users of this product? Who are the consumers?
Location
Ask about the competitve landscape.
Its market share wrt competitors.
Now you have some background of the company, its products and its competitors.
Revenues - Costs
BE SURE TO ANALYZE ALL POSSIBLE SOURCES OF REVENUE
Some shared revenue model,
Some other value add services
Advertisement revenue
Selling complementary things/ services
Different products
Geographies
Divisions
No. of units X Price
Has the price changes? Has the units declined
Do we have a segment breakup of revenue? Which segment is impacted the most?
Your unit sales have declined for this product
Are we able to meet the demand?
If not, then what is current efficiency we are operating at? If we are at 100, then have the numbers of machines
changes? For eg, Earlier they had 5, they closed down 1..
Capacity is still 100
If we are able to produce, then
Is our product reaching end users?
I not, analyze the value chain. (Where is our product stuck)
Analyze -> Suppliers - Transportation/Logistics - Production - Logistics - Distribution - Retailers Low penetration
due to change in Location.... (Shelf placement, geography )
Has the demand for our product reduced?
What has caused this reduction in demand?
USE THE 4 P's HERE
What is our product? How is it differentiated?
Price
Place - Retailer, Shops .
Promotion
Have our quality declined? Any recent bad PR and Media? (Maybe it has got into some controversy) Our brand
image impacted
Competitor inroduced some new product or Decreased prices, bundle promotions? Extensive marketing
How price sensitive are our consumers?
Our consumers need to be satisfied. Target them with some segment popular media trend. Celebrity, Olympics
and Sports,
Introduce bundles, promotions, discount
Has the competitors decreased their prices? launched a new product? Do they enjoy economies of scale?
Now you can identify what is impacting the revenue
Go through the revenue.
Now the Cost side
Start with the top level headers --- Fixed cost and Variable cost
Buying/ Renting a land, Set-up costs, Utilities, Supplies,
Typically, the variable costs are needed to be further drilled.
Also, the value chain also needs to analyzed for changes in cost.
Raw materials - have the price increased. Shortage of input
Inbound logistics - transportations (Fuel prices fluctuation)
If our business is heavy reliant on transportation??
Depreciation assets?