This case is based on a first-round McKinsey interview from a European office. The case has been sanitized and adjusted for confidentiality, but the topic, type of questions and target solutions reflect those in the interview.
Especially over the past year, interviews in top consulting firms have moved away from standard topics such as market entry, new products, etc. More and more cases try to engage candidates with new topics they are also likely to face as consultants - one of the most popular ones being around the digital trends that consulting clients have to adjust to. This case aims to give candidates access to one such case.
The case also includes detailed interviewer notes of what is assessed during the case.
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.
The candidate ran an internal analysis to survey customer satisfaction across the main touchpoints when a customer acquires a product.
The CEO of GlowMobile believes that creating a digital customer journey will reduce the drop-off rate by 10%.
He is interested in learning the effect on profitability in the first year as a consequence of this decision.
We know that the company is quarterly losing 100,000 customers and that the average customer value per year is $150.