Recently had an interview for PWC CDD (associate), wanted to get your perspective on my case approach and areas of improvement. I summarized the key parts of my response below for your quick review for manager round where I already cleared director round before due to HR error

Context of Case
A private equity firm is evaluating an investment in a coffee chain (similar to Starbucks) in India. The key questions were:

1. Whether to invest
2. Whether the projected revenue growth (from ~₹230 Cr to ~₹1250 Cr in ~5 years) is achievable

My Approach (Structure)
I approached the case across four buckets:

1. Market (TAM, growth drivers, seasonality, regulatory factors)
2. Competition (market concentration, substitutes, pricing power)
3. Customer (target segment, repeat behavior, purchase criteria)
4. Business Plan (bottleneck, unit economics, op ex vs cap ex,management)

Market Sizing Approach

• Segmented population into urban vs semi-urban (higher income segments)
• Focused on 18–60 age group
• Estimated percentage of customers likely to visit premium coffee chains
• Assumed average ticket size (~₹300 urban)
• Arrived at an approximate TAM of ~₹10,000 Cr

Key Business Insights Considered

• Revenue is likely driven more by price than volume (premium positioning)
• Customer experience (ambience, time spent) is a key differentiator
• Higher dwell time (~1–1.5 hours) limits throughput
• Capacity constraints driven by tables, seating, and machines

Business Plan Analysis

• Identified bottlenecks: seating capacity, machine throughput, customer dwell time
• Highlighted trade-off between price vs volume
• Considered expansion levers:
  • Capex (new store expansion)
  • Opex (menu expansion, increasing ticket size)
• Discussed unit economics conceptually (CAC vs LTV, margins)

Conclusion

• Investment decision depends on maintaining premium perception
• Growth would require either increasing customer spend or expanding capacity
• If perception weakens, pricing power may be impacted

Feedback Received
The interviewer mentioned that they liked my structure but suggested practicing more cases to improve analysis depth.

Areas where I would appreciate your feedback

1. Is my overall structure appropriate for such cases?
2. Where does my analysis fall short (depth, quantification, prioritization)?
3. How can I better translate business concepts into a more decision-oriented answer?
4. What would differentiate a “good” vs “strong” answer in this case?

Would really appreciate your honest feedback.

Thanks in advance!