This is a typical McKinsey case and consists of 3 types of questions + a short summary:
All McKinsey cases are interviewer-led cases, so the interviewer should guide the candidate through the interview.
Our client is a European venture capital firm. They are potentially interested in investing into a new restaurant franchise player from Austria, called “VegDigi”. VegDigi has just 3 corporate restaurants in Vienna and no franchisees, yet, but their business model is considered innovative for a restaurant industry, and is based on 3 pillars:
Our client has engaged us to help them to determine whether or not to make an investment into the VegDigi.
What do you think are key factors which would influence how VegDigi will perform economically in the next 5 years?
Here is some data we got from the client about our target and the target’s competitor. Can you take a look at the table and tell me which insights you can draw from it?
Imagine this was your first day on the project. Your client, the CEO of the venture capital firm comes into the room, can you please summarize your interim results?
How shall VegDigi organize its franchising model? Shall it organize a "factory kitchen" and sell ingredients (e.g. pizza dough, sauces) and drinks to franchisees or shall it play a role of an intermediary between its franchisees and suppliers of ingredients? What are the benefits and the drawbacks of both models?