The material which references the Nutripremium case talks of it as a relevant example but it does not entail a short open question such as 'how many petrol stations in Paris' etc. It also appears to be interviewer led as opposed to candidate led. I haven't reached the market entry section of notes yet but on first glance it appears more like market entry rather than a single calculation? If market sizing makes up only part of a question do you need to use a separate tree altogether for that one calculation?
The material which references the Nutripremium case talks of it as a relevant example but it does not entail a short open question such as 'how many petrol stations in Paris' etc. It also appears to be interviewer led as opposed to candidate led. I haven't reached the market entry section of notes yet but on first glance it appears more like market entry rather than a single calculation? If market sizing makes up only part of a question do you need to use a separate tree altogether for that one calculation?
(edited)
1 answer
Upvotes
Date ascending
Date descending
Best Answer
Anonymous updated his answer on Sep 13, 2018
So, the way the case is presented, it is first a market sizing and then a strategy case. But you can easily turn it into a market entry case if you want to. Many cases can be steered in different directions. As an interviewer, if you see that the candidate is comfortable doing the math, you might go off in a different direction, maybe ask some more challenging questions about market entry.
If you see that the candidate seems to be sloppy in writing assumptions down or mixing up numbers you might push harder on getting the math right.
The same goes for you as an interviewee: If you feel more comfortable doing the math, try to stay in that territory as long as you can. If you feel your strengths are more in having a wide-ranging conversation, try to go in that direction as soon as you can. If you're for some reason an expert on China, play that card. Always try to play to your strengths!
(By the way, steering a conversation is an important skill for consultants. So if you manage to set the pace and agenda in your interview, your interviewer will be impressed. Assuming he or she is not a self-absorbed jerk.)
So, the way the case is presented, it is first a market sizing and then a strategy case. But you can easily turn it into a market entry case if you want to. Many cases can be steered in different directions. As an interviewer, if you see that the candidate is comfortable doing the math, you might go off in a different direction, maybe ask some more challenging questions about market entry.
If you see that the candidate seems to be sloppy in writing assumptions down or mixing up numbers you might push harder on getting the math right.
The same goes for you as an interviewee: If you feel more comfortable doing the math, try to stay in that territory as long as you can. If you feel your strengths are more in having a wide-ranging conversation, try to go in that direction as soon as you can. If you're for some reason an expert on China, play that card. Always try to play to your strengths!
(By the way, steering a conversation is an important skill for consultants. So if you manage to set the pace and agenda in your interview, your interviewer will be impressed. Assuming he or she is not a self-absorbed jerk.)
(edited)
Thank you very much Elias! I'll come back if anymore questions occur! —
Patrick on Sep 13, 2018
Oliver Wyman case: Full Electrons AheadYour client, large automotive OEM WyCar, has developed its first fully electric vehicle (EV) and introduced it as a pilot on the Austrian market last year. However, sales have been far below the expected numbers. The management has engaged you to support them in understanding the reasons and advise them on how to adjust the product offering.
Your client, large automotive OEM WyCar, has developed its first fully electric vehicle (EV) and introduced it as a pilot on the Austrian market last year. However, sales have been far below the expected numbers. The management has engaged you to support them in understanding the reasons and advise ... Open whole case
Bain Case: Old WineryYou have inherited the “Old Winery” from your grandfather, a winery which has been family owned for five generations and can be dated back to the 16th century.
Half of the eleven hectares are used to grow white grapes, the other half to grow red grapes. They are grown in the conventional way, i.e. they are not organically farmed and certified. The vine stocks are in a good condition regarding age and care. Overall, only ¼ of the harvest is made into wine by the winery itself; the rest is sold.
Your grandfather never wanted to change the image of the winery and left the managerial and administrative task to a young and energetic wine-maker. Due to the not so well-known brand , the demand for the “Old Winery” wine is currently rather low.
You do not intent to run the winery operatively, given your limited knowledge of wine making, but find the idea of owning a winery exciting. Your plan is to give the winery some fresh impetus.
You have inherited the “Old Winery” from your grandfather, a winery which has been family owned for five generations and can be dated back to the 16th century.
Half of the eleven hectares are used to grow white grapes, the other half to grow red grapes. They are grown in the conventional way, i.e. ... Open whole case
Roland Berger Case: OnlinestarOnlinestar, an online retailer of furniture and garden products (core business), has grown significantly in recent years as a result of an expansion of its product portfolio. The company mainly imports goods from Chinese manufacturers but also operates its own production of cat lavatories (special business) in Eastern Europe. The company sells its goods via Amazon and ebay, and recently via an online shop on its website. Despite this development, the financial ratios have deteriorated in recent years. In particular, gross profit margin decreased significantly. Combined with a significant increase in shipping costs, this led to a negative result for the first time in the recently ended fiscal year and a resulting strained financial situation. Against the background of expected stagnating sales for the current financial year, short-term action is required.
The board of Onlinestar asks you for an analysis of the reasons for the negative result as well as a derived recommendation for action. As a consultant, you should bring in your knowledge in online trading and develop solutions. In addition, the management board would like to receive a sales and gross profit plan from you for the current financial year.
Onlinestar, an online retailer of furniture and garden products (core business), has grown significantly in recent years as a result of an expansion of its product portfolio. The company mainly imports goods from Chinese manufacturers but also operates its own production of cat lavatories (special b ... Open whole case
TKMC Case: ElevatorsYour customer is the market leader in the North American elevator service business. This is divided into the areas of elevator construction, elevator modernization and service.
The customer has a particularly strong branch network in medium-sized cities and would now like to expand its business in bigger city centers. His next target is Manhattan and he wonders how big the potential is.
Your customer is the market leader in the North American elevator service business. This is divided into the areas of elevator construction, elevator modernization and service.
The customer has a particularly strong branch network in medium-sized cities and would now like to expand its business in ... Open whole case
DB MC Case: Einstieg in das internationale FernbusgeschäftFür Unternehmen ergeben sich durch die Digitalisierung neue Chancen und Risiken. Neue Märkte mit großem Potenzial können erschlossen werden – gleichzeitig erhöhen Wettbewerber den Konkurrenzdruck. KMUs, Start-ups und Konzerne bringen unterschiedliche Kompetenzen und finanzielle Möglichkeiten mit. Erst vor wenigen Jahren ist ein Start-up mit Know-how im Online-Vertrieb nach der Änderung des Personenbeförderungsgesetzes in den deutschen Fernbusmarkt eingetreten, welches schnell ein großes Netzwerk an Subunternehmen aufgebaut und damit große Marktanteile gewonnen hat. Dies hatte erheblichen Einfluss auf das Kerngeschäft der Deutschen Bahn. Mit dem Ziel Synergien zu nutzen und die Bedürfnisse des Kunden ganzheitlich zu erfüllen, konzentriert sich die Deutsche Bahn nicht allein auf ihre bisherigen Geschäftsmodelle, sondern kooperiert mit anderen „Mobility-Unternehmen“.
Von Ihrem Kunden aus dem Topmanagement wurden Sie als Consultant von DB Management Consulting beauftragt, einen Business Case zu bewerten und zu prüfen, ob die Deutsche Bahn ihr bisheriges Geschäftsmodell öffnen sollte, um durch die Kooperation mit einem etablierten mittelständischen Busunternehmen in das internationale Fernbusgeschäft einzusteigen. Die Deutsche Bahn bietet bereits wenige internationale Verbindungen der Marke „IC Bus“ an, jedoch hat die DB-Tochter in der Vergangenheit große Marktanteile verloren.
Im Rahmen der Einführung soll dem Kunden zunächst die Verbindung Hamburg – Lund (Schweden) ohne Zwischenstopp in 7 Stunden angeboten werden. Die Distanz zwischen Lund und Hamburg liegt bei 385 km. Bei erfolgreichem Start ist ein schnelles Roll-out auf andere internationale sowie deutschlandweite Strecken geplant. Im Fokus stehen die Erhöhung des Marktanteils, die Bewertung der Nachfrage des Kunden, der Kosten und Erlöse sowie das prognostizierbare Wachstum im Fernbusmarkt.
Für Unternehmen ergeben sich durch die Digitalisierung neue Chancen und Risiken. Neue Märkte mit großem Potenzial können erschlossen werden – gleichzeitig erhöhen Wettbewerber den Konkurrenzdruck. KMUs, Start-ups und Konzerne bringen unterschiedliche Kompetenzen und finanzielle Möglichkeiten mit. Er ... Open whole case
CoachingPlus 5 
