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MBB - Taxis in Manhattan
An entrepreneur has come to you looking to disrupt the taxi industry in NYC. They are interested in determining the number of taxis in Manhattan, in order to understand how large their fleet would need to be to compete. How would you go about determining how many taxis exist in Manhattan?
If the candidate asks, you may clarify the following:
- This is pre ride-hailing technology
- That we are looking for total taxis NOT taxis at any given time. We would like an estimate of the size of the fleet
- Manhattan is 1 of 5 boroughs in NYC
StyleScape responds to customer feedback (McKinsey final round)
Style Scape is a mid-sized retailer that sells clothing, accessories, and home goods through its physical stores and online platform. The business has been around for over a decade and has seen consistent growth in sales in its home market of the United States. Style Scape operates 30 stores nationwide, and its online platform is relatively new, having launched only two years ago.
Despite healthy growth, the company's leadership has noticed an alarming decline in customer satisfaction ratings and an increase in customer complaints. They are concerned that these issues will harm the company's reputation and negatively impact its bottom line. The CEO of Style Scape has requested your assistance in determining the root causes of these issues and developing recommendations to address them.
Russell University - Fresh Attacker on the Online Education Market (McKinsey 1st round)
Russell University, located in the United Kingdom, is one of the oldest and most prestigious universities in the world. They have been educating students for more than two centuries and provide a variety of undergraduate and graduate STEM-focused courses.
In an effort to increase revenues and expand their reach, the university has recently begun offering three online postgraduate qualifications. Despite the quality of teaching and effort spent in developing these courses, the response from students in terms of sign-up rates has been modest. Russel University executives believe they are acting too slowly since other prestigious universities, particularly in the US, have successfully leveraged their brand to offer short and affordable online courses to a variety of people.
Russell University has hired us to determine whether they should acquire Eduline, a well-established platform that offers STEM-related short courses to its subscribers. The university intends to use Eduline to offer courses on a subscription basis and will then issue online certificates to individuals who successfully complete its courses.
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Hara Coffee Co's innovative coffee subscription model
Our client, Hara Coffee Company, is a large coffee chain with over 200 locations in the United Kingdom. They import beans from numerous regions and batch-roast them in the UK, offering customers a vast selection of premium blends. In addition to serving delicious coffee, our client offers freshly made sandwiches, pastries, and salads of the highest quality. Hara Coffee Co. is also one of the most socially and environmentally responsible coffee brands in the United Kingdom, and their value proposition heavily relies on customers paying a premium for delicious products that do not compromise on sustainability metrics.
The rising cost of living has significantly reduced the revenue of coffee chains throughout the United Kingdom over the past year. People are increasingly choosing to brew their own coffee at home, with beans delivered by subscription. The CEO of Hara Coffee Company is intrigued by the expansion of coffee subscription models in the UK. They requested that our team investigate whether their chain could also introduce a coffee subscription model, in which customers pay a fixed monthly fee and receive a certain number of coffees throughout the month.
GlowMobile Goes Digital (McKinsey first-round)
GlowMobile is a leading telecom operator with a strong presence in Southeast Asia. They sell regular products and services that any telecom operator would offer in their retail stores: cell phones, SIM cards, subscriptions, etc.
Even though the number of digital customers in the region has grown exponentially, currently GlowMobile does not have an online presence and customers must go in person to retail stores for every interaction with the operator. In the past years, they have been losing a lot of customers due to bad customer experience.
GlowMobile has asked our team to improve customer satisfaction through digitization. Specifically, they want us to help improve and digitize their operations and prepare a proof of concept for a digital customer journey for customers.
The CEO believes that opening their digital channel would minimize the loss of customers due to bad customer experience and solidify their position as market leader. Right now, a digital journey does not exist.
McKinsey 1st Round Case - Party Burger
Our client is Party Burger, a restaurant chain in the US serving premium burgers and salads for lunch. They rely on the quality of their products to attract customers, and they are usually fully booked. However, reviews have pointed out that the service offered could be improved. Our client is concerned this could impact their sustainability long term.
BoxxFitness Gyms
Our client is the CEO of BoxxFitness - a leading gym chain in the US with over 1,500 gyms. BoxxFitness is a premium gym concept with an annual membership fee that is 2-3x higher than most mainstream gyms. Each gym has a limited number of membership slots. Each member gets a dedicated locker, unlimited personal training, unlimited classes, and unlimited equipment usage. In the last 3 years, the chain has seen a decline in its profit margin.
Can you identify the potential reasons for this decline?
Zero Carbon Mine (McKinsey)
CLIENT OBJECTIVE
Our client, Global Mining Corp (GMC), wants to know whether it should pursue producing and selling "green copper" from its Chilean and Australian mines over the coming decade.
BACKGROUND INFORMATION
Green copper is the same product as conventional copper, but certified as produced with net-zero carbon emissions at the mine. GMC operates open-pit copper mines, mostly in remote areas of Chile and Australia. The ore is blasted with explosives, pushed into piles by bulldozers and loaded by power shovels onto haul trucks, which carry it some distance to the processing site. This mobile equipment runs on diesel and includes some of the heaviest vehicles in the world. At the processing site, the rock is crushed further and then leached with acid, and the copper is recovered as cathodes using large amounts of electricity. The cathodes travel by truck and rail to the nearest port and are shipped to customers around the world. The CEO has asked McKinsey to assess the prospects of reaching net zero at the mines and whether green copper is worth pursuing.
Poliglot Language App Needs Users
Let’s assume our client is Poliglot, a popular language app. Poliglot is five years old, originally from the US, but available worldwide. The app currently offers the possibility of learning over twenty languages for free, with extra benefits (e.g., no ads, additional exercises) available to premium members.
Historically, the app has been very successful and has seen significant growth over the past few years. However, over the past year, the app noticed a stagnating usage and app adoption. Considering that the market is very competitive, the client expects a decline in the customer base unless the root causes are identified and addressed.
As a consequence, the CEO of the company that owns the app asked us to support them in figuring out the reasons for the decline and laying out a plan for growth.
Market entry: Disrupting the New York - Boston railway industry
Currently, there is only one train company operating the Boston – New York route: AMTRAK. The option of traveling by train between the two metropolis is gaining traffic, particularly in winter times, during which it´s the best way to avoid weather-related delays. Furthermore, it´s the most environmentally friendly of all available options.
Your client is a powerful investor who is assessing business options in the US (with investment sizes averaging 100M$), and has approached you for advice on starting a new train operation company to compete against AMTRAK.
In particular, she wants to start by opening a new service between New York and Boston. Should the investor go ahead and launch the business?
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MBB Case: JimboTel
Our client is JimboTel, an African mobile telecom company with operations in four West African countries: Nigeria, Cameroon, Ghana and Sierra Leone. JimboTel has experienced revenue declines in the last two years.
How can JimboTel grow its revenues organically in the next year?
Launching Caskets in North Africa - 1st Round BAIN case
Our client is Easywood, a furniture maker based in North Africa. Easywood serves the local market and sells mainly bedroom furniture. Last year, Easywood had a revenue of around $10m and a profitability of around 20%. Though Easywood is not concerned about the growth and profitability, they are worried about the cyclicity in the business. During the festival time, the business is good, however, at other times, the period is very lean.
The CEO is considering entering into the market of caskets. He wants your opinion on whether entering the Casket market would be a good idea for Easywood.
MBB Case: COVID-19 Vaccine
The COVID-19 pandemic has killed millions of people worldwide and led to devastating economic impact. A vaccine is one of the biggest hopes for stopping the pandemic.
The World Health Organization (WHO) is working with multiple stakeholders to ensure groups at higher risk of becoming infected and dying (e.g. elderly people and healthcare workers) receive a safe an effective COVID-19 vaccine in the next six months.
The WHO’s Director-General asked your help to build a plan to achieve this goal. What should be included in this plan?
MBB Final Round Case – Non-Profit Museum Revenue Increase
Your client is ‘Muse 19’, a Museum in Paris with a large collection of 19th century artifacts, predominantly paintings and sculptures. The museum is run by a non-profit organization based in France. The museum is quite popular amongst students, artists and tourists. Last year the museum attracted almost 2 million visitors. Despite this, the museum’s revenue has been declining for the last three years. Surprisingly, other museums of similar nature have been doing much better than Muse 19. The museum director has approached you for advice.
Veränderungen im Kekse-Markt
Ihr Kunde ist ein in den USA ansässiger Hersteller von selbstgebrandeten Marken-Keksen, Gumbread Inc. Der Kunde hat festgestellt, dass sein Umsatz in den letzten Jahren zurückgegangen ist. Der Kunde möchte wissen, was er tun soll, um den Umsatz wieder zu steigern.
Grain Co-operative – Brand Launch
MeGrain is a co-operative of 5000 farmers in the central part of India. As a co-operative, the farmers came together to sell the grains to retailers and wholesalers. They are the 3rd largest grain sellers in India and sell 10million quintals of grains annually. They have operations in 4 regions in India, and head office in Mumbai.
MeGrain mainly deals in 3 types of grains. Viz. Rice, Wheat, and Maze. The grains are collected from the farmers attached to the co-operative. The grains are sorted, packed, and stored at storage facilities spread across towns in the region. MeGrain sales team brings orders by visiting retailers and wholesalers across the country and abroad. The grains are dispatched directly from the storage facilities to the customers. Customers make the payment to the MeGrain co-operative, which then is forwarded to the bank accounts of the individual farmers.
MeGrain management has observed that the FMCG market, including foodgrains, is changing rapidly in India. Mom and pop stores have given ways to supermarkets. Consumers are adopting branded products rapidly. Although there is no branded grain product yet, the management believes that there is a huge scope for a branded product in the grain market as well. Management is contemplating about launching a MeGrain branded grains in the Indian market. They have called you to advise them whether they should launch their own brand in the Indian market.
CoffeeWorks reusable cups
CoffeeWorks is one of the leading coffee retail chains in the UK. The client is planning to introduce reusable cups with an aim to decrease the consumption of single-use disposable cups.
The main goal of the client is to enhance their brand image as a sustainable retailer without harming current profitability levels. Thus, they approached us to check whether they should go ahead with their plan.
Car rental market entry strategy
The client is CarRentalCo, a global car rental company present on the European and North American markets. In Europe, it is present in most EU countries but has not yet entered the Baltic countries. CarRentalCo has asked us to determine whether or not they should enter the Baltic (Estonia, Latvia and Lithuania being here considered as one market) and, if so, what should their entry strategy be.
MBB Final Round Case - Smart Education
Our client is SmartBridge, a nonprofit educational institution offering face-to-face tutoring services. The client operates in the US.
The mission of SmartBridge is to help as many students as possible to complete studies and prevent that they drop from the school system, in particular in disadvantaged areas.
The client is considering starting operations for its services in the Chicago area. They hired us to understand if that makes sense. Due to the nonprofit regulation, SmartBridge should operate on its own in the market, without any partnership.
How would you help our client?
COVID-19 impact on Heathrow Airport
Your client is the CEO of Heathrow airport (London), the busiest airport in Europe in terms of commercial traffic.
Due to COVID-19, the airport's operations and hence, revenue streams, have been severely affected.
The CEO asks for your help with the preparation of the upcoming Steerco, focused on:
“How to secure Heathrow's revenue streams during April-June 2020, mitigating the effects of COVID-19”.
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