Your client, REA, is a reinsurance company.
REA recently acquired another reinsurance company (approximatively same size): the choice of this company was notably based on its product portfolio as well as its market presence which appeared complement with REA.
However, the acquisition is not well received by the market. The acquisition price is considered too high and the transaction has not been well graded. REA management asks you to evaluate the transaction.
This is an interviewer-led case. It is split into two parts.
The first part describes more qualitative problems and includes open questions to force the interviewee into thinking about the problem and possible solutions.
The second part deals with quantitative calculations based on the previous part. The interviewee should conduct his own calculations and solve the questions.
This is an interviewer-led case. Please share the questions outlined here with the interviewee at the given moment.
The interviewee should understand the market and ask questions to get a good grasp of the client problem. Possible questions:
Insure insurance companies
What are the revenue streams?
Number of clients * premiums (%) * price of original contracts
Why this acquisition?
Ensure revenues, growth, presence in Asia, complementarity of firms
The interviewee should come up with a structured answer covering the main issues at stake. The idea is to give an overview of the companies and the interest of the transaction between them. It also tests the abilities of the interviewee to create excitement and interest for the topic at hand to a third person.
A possible answer would be:
1. Company
2. Market
3. Financing
The interviewee should come up with a structured answer, which shows a good understanding of the context.
Possible answer:
Benefits revenue side:
Benefits cost side:
The first step should be the identification of the companies’ costs, relevant to the reinsurance industry.
Possible answer:
It is now interesting, how the cost structures of the two companies compare. On interviewee’s request you will provide him/her with the following information:
With these numbers the interviewee can start his/her calculations in the next section.
Headquarter costs
Eligible for synergies: Yes!
REA: 10% * 4,000,000 = $400,000
Acquired company: 20% * $3,600,000 = $720,000
Total = $1,120,000 (30% = $336,000 for simplification: $350,000)
Staff costs (excludes HQ)
Eligible for synergies: Rather not.
Real estate
Eligible for synergies: Arguable, assume - due to little regional overlap - not.
IT costs
Eligible for synergies: Yes!
REA: 90% * $4,000,000 * 10% = $360,000 (costs in regions * total cost * share of IT costs)
Acquired Company: 80% * $3,600,000 * 10% = $288,000
Total = $650,000 (30% = $195,000 for simplification: $200,000)
Travel costs
Eligible for synergies: rather not.
The transaction does indeed allow cost savings due to synergies. Since there is no information given on the acquisition price, at this point no evaluation can be made regarding the potentially high acquisition costs.
Total costs to be saved due to synergies: $350,000 + $ 200,000 = $550,000
$550,000 / 7,600,000 = 7% of total cost reduction.
Q: Please describe a potential way to determine whether the trancaction price was reasonable or not!
More questions to be added by you, interviewer!
In a competitive response case study, your job is either to analyze what your client should do in response to a move performed by a major competitor or to anticipate what competitors will do in response to a move performed by the client
Follow these instructions to significantly improve your performance and speed in solving problem solving tests used at McKinsey, BCG and Bain.
Mergers & Acquisitions are often the answer to broader problems introduced in your Case interviews. Analyze feasibility, assets, target and industry to crack the Merger & Acquisition case
All major firms like McKinsey, BCG and Bain use tests to assess a candidate's analytical skills. However the design of those tests can differ a lot.
Investments or single business cases need to be evaluated based on a certain set of criteria. Since financial performance is the key criterion in most cases you need to have an idea about future financial impacts. A key tool to asses this impact is the cost-benefit analysis which is used to determine the net effect of potential revenues and costs.
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