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Expert case by Ian

MBB - Sky China

Sky China is a SOE (state-owned enterprise). This means it has the full weight of the Chinese government behind it, allowing it to find cheap capital and be sure of its future.

A good interviewee will understand that profits are likely down due to both rising unit costs and falling revenue.

80% of Sky China's sales are for domestic flights, while 20% are international. The international routes are as one might expect (i.e. Asia-centric, with journeys to major hubs outside Asia such as Dubai, London, Paris, New York, and LA).

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Scoring Criteria: Use the following grading system for each skill area:

a. Structured Thinking (Frameworking):

1 = Lacked a coherent structure

5 = Pinpointed the appropriate issue, segmented it into a complete set of non-overlapping components (e.g., MECE), presented a plan to tackle the case, and offered valuable insights.

b. Numeracy/Math:

1 = Committed numerous errors and required assistance in setting up equations

5 = Performed calculations accurately and with confidence, identified implications, designed a clear and efficient approach, and demonstrated exceptional speed.

c. Judgement and Insights (Charts & Exhibits): 1 = Missed basic insights 5 = Connected findings to develop practical recommendations, made reasonable hypotheses, shared impressive insights, and flagged far-reaching implications.
1 = Overlooked fundamental insights

5 = Linked observations to devise actionable recommendations, formulated plausible hypotheses, conveyed strong, objective-driven insights, and highlighted impact.

d. Case Leadership (unless interviewer-led):

1 = Frequently disoriented and dependent on guidance

5 = Advanced autonomously and maintained focus on the question and the client's objective.

e. Creativity:

1 = Had difficulty generating original ideas

5 = Offered a variety of strong and diverse ideas, tailored to the industry and business context.

f. Presence:

1 = Not client-ready

5 = Exhibited professionalism, charisma, enthusiasm, and self-assurance.

g. Communication:

1 = Unclear and disorganized

5 = Demonstrated active listening, spoke precisely, and communicated concisely.

h. Synthesis (Final Recommendation):

1 = Failed to provide a coherent and well-founded recommendation

5 = Justified recommendation with key considerations, potential risks, and subsequent steps to address those risks.

During the Interview: As the candidate progresses through the case, take notes on their performance in each skill area. Be prepared to provide feedback at the end of the interview.

Post-Interview: After the interview, grade the candidate's performance in each skill area based on your notes and the scoring criteria. Share the scores and any specific feedback with the candidate to help them understand their level of readiness for the actual interview.

Improvement: Encourage the candidate to focus on areas where their performance was weak and provide guidance on how they can improve in those areas.

Style:

Candidate-led (usual style)

Topics:

Capacity change, Competitive response, Growth strategy, Operations strategy, Organizational behavior, Profitability analysis, Public Sector Capacity change, Competitive response

Rating:

4.3

(100+ Ratings)

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7.5k

Times solved

4.3

100+ Ratings

Intermediate

Difficulty

Case Prompt

Sky China, a government-backed Chinese airline, has recently seen profits plummet due to COVID-19. Profits are down 80% in the months of February and March, but are showing early signs of a rebound in April.

They've brought you in to first investigate what can be done immediatedly to prevent hemorrhaging cash and surive in the short-term. They are also looking to see how the current situation can be viewed as an opportunity, and what can be done to prepare for the future.

Exhibits

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I. Cost cutting - Airline Cost Brainstorming

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Note for Interviewer

Here the interviewee should investigate the possible options for reducing costs. They should do this of their own accord. If the interviewee is struggling, prompt them to thinking about what needs to be done immediatedly with the company. They should consider what is faster in preventing a profitability fall (cut costs or increase revenues). Once they understand that the most pressing matter is costs, ensure that they brainstorm the largest costs for airlines companies.

Once you're satisfied with their brainstorming of costs, share diagram 1 to illustrate the cost drivers.

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Airline Cost Brainstorming

The major costs for airlines include:

Labor
Fuel
Planes
Marketing
Back-office
Hangar rent + plane maintenance
Fees (airport fees, insurance, travel agent commissions, etc.)

I. Cost cutting - Cost Drivers – Possible Cost Cutting

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The candidate should realize that some costs are prime candidates to be cut. They should also note the relative importance of each cost. Specifically, the candidate should understand the following:

Labor – can be furloughed or put on reduced pay
Fuel – costs could be lowered through futures contracts
Planes – could be purchased at fire-sale rates, reducing/eliminating leasing costs
Marketing – should be almost 0 during these times
Back-office – probably cannot be reduced (still need to deal with complaints, refunds, legals, etc.)
Hanger rent + plane maintenance – cannot be reduced (planes still exist and need to be store + maintained)
Fees – could be reduced (i.e. negotiations with airports, travel agents no longer selling, etc.)

I. Cost cutting - Cost Reduction Estimations

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Note for Interviewer

Try to get the candidate to estimate the reduction in costs for the above items. They should also think about whether the reductions are short-term (temporary) fixes or long-term fixes.

Provide Exhibit II if the candidate asks about fuel prices.

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A good candidate will think critically through each cost, and rationalize which can be cut and how. Ideally, they should come close to the logic in the next section. If not, their logic should be reasonable.

I. Cost cutting - Cost Reduction Calculations

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You should provide the below information verbally to the candidate:

(Short Term) Labor costs can be cut by 90% by furloughing employees, forcing leave, and reducing pay
(Long Term) Fuel costs can be cut 50% through futures contracts (current prices are 20% of trend, but futures would incorporate expected rises)
(Long Term) Leasing costs can be cut through the purchase of planes through capital received by government – new monthly costs (which include amortization) are reduced by 75%
(Short Term) Marketing costs can be cut 90%
(Short Term) Fees can be cut 50%

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The candidate should calculate the amount by which costs can be cut through these actions. Short term actions last for 1 year while Long-Term actions last into perpituity. They should follow the below logic + calculations:

Total Savings from cost cutting exercises: $6.427B

II. Revenue fixes (including Future Plans)

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Note for Interviewer

This is a quick brainstorming exercise with the candidate. You should prompt the candidate about what Sky China should do when restarting operations.

A strong candidate will understand there are both short term options and long-term options. Additionally, they will understand that short-term options relate mostly to domestic operations (protect 80% core business), while long-term options relate to international operations (expand 20%).

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In the short term:

Ensure safety protocols adequately implemented, to both get government flying approval and assuage the public's fear
Prepare aggressive marketing to encourage passengers to fly again
Consider raising flight prices, given 1) Social distancing may reduce seats allowed and 2) Those flying will have a strong need/desire (business, pent-up demand, etc)

In the long term:

Plans for international expansion should begin now, ready to be executed when the time is right
- Acquisition of companies weakened due to the crisis
- Purchase of planes at significantly reduced prices
- Identification of routes lost due to bankrupt/failing competing airlines

7.5k

Times solved

Intermediate

Difficulty

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