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WHARTON CONSULTING CLUBCASEBOOKDecember 2010, Wharton Consulting Club

Contents2SectionPage #Introduction3Consulting Industry Guide6Industry OverviewFirm Overviews (10 Firms)Interview Preparation18Interview Overview – Fit CaseSample FrameworksIndustry SnapshotsPractice Cases5014 Practice CasesLinks to Other CasesCases from Firm WebsitesSuggested Cases from other Casebooks126

Note to the reader3Dear Consulting Club Member,This casebook is meant to provide you with a brief overview of consulting recruitingand interview preparation as well as a number of practice cases. Please note that thisis meant to supplement the excellent work done by our and other schools in earliercasebooks,b k so we stronglytl encourage you tto nott makek thithis your solel reference.fWWe hhaveindicated which other casebooks we found particularly useful at different points in thiscasebook.Good luck!- 2009 Wharton Consultingg Casebook Editorial Team

BIG PICTURE: CONSULTING RECRUITING INVOLVESLOTS OF LITTLE THINGSTHINGS THERE IS NO SILVER BULLET4Your objectiveWhat resources you will need to use Is consulting what you want to do? Which firm do you want to join? Why do you want to join a certainfirm? ConnectCtheh ddots ((pre-MBAM A to MBAM Ato consulting) MBACM industry chats Firm websites / Vault / WetFeet Coffee chats EISes SecondSd Years / First Years fromffirmsf Speakers on campus Get invited to interview (preparegood resume and cover letter) MBACM resume review Resumania Second Years (at least 2 reviews)Interview:Fit Demonstrate ‘fit’- Leadership- TeamTeam-playerplayer- Well-rounded personality Prep ‘Fit’ questions thoroughly MBACM mock interviews Interviews with Second Years Read WSJ, Economist somethingInterview:Cases Ace Cases Case books & Industry Primer Series! Core courses Practice extensively with First Years MBACM mock interviews Interviews with Second Years Reach out to consulting firm buddiesGather Info,Network &DecideApply

Contents5SectionPage #Introduction3Consulting Industry Guide6Industry OverviewFirm Overviews (10 Firms)Interview Preparation18Interview Overview – Fit CaseSample FrameworksIndustry SnapshotsPractice Cases5014 Practice CasesLinks to Other CasesCases from Firm WebsitesSuggested Cases from other Casebooks126

Industry overview – Management Consulting6Management consulting involves solving complex business problems and offeringrecommendations to companiesOverview of management consulting ProblemProblem-solvesolve complex and unstructuredbusiness problems Work closely with senior management onthe client side Intellectually stimulating work andability to build a strong set of skills Constant travel (depending on officelocationoca o aandd consultingco su g firm)) cacan posesignificant challenges Industry (prior to economic downturn)was expected to grow at 8.8% in 2009 MostM t fifirms haveha globall b l presence anddoffer international project opportunitiesInterview Process Case interview – involves solving abusiness case; candidate expected todrive towards a solution and ask forrelevant data; focus on structure; Fit interview – numerous behavioralquestions focusing on prior experiencesTypical Career Path Consultant/Associate Senior Consultant/Associate Manager/Project Leader Associate Partner Partner

Industry overview – Accenture7Accenture is a leading global management consulting firm which is known for offeringcomprehensive solutions, including technology services, to its clients.Accenture Overview 2000 consultants Global brand recognition due tosolutions outside management consulting 3 broad services areas (managementconsulting, systems integration consultingand technology consulting) Regional staffing model CoComprehensivep e e s ve solutions,so u o s, beyondbeyo dstrategy, offered to clientsInterview Format 2 rounds of interviews Round 1: 2 45-minute interviews Round 2: 3 45-minute interviewsCareer progression Consultant Manager Partner

Industry overview – A.T. Kearney8A.T. Kearney is a leading global management consulting firm which is known for theimplementation focus of its projects/results.A.T. Kearney Overview 1700 consultants 51 offices worldwide 34 countries 12 industry groups 7 broad services areas Global staffing model Partners actively involved in cases Recentlyece y wentwe privatep va e whenw e companyco pa ywas bought back from EDSInterview Format 2 rounds of interviews Round 1: 2 45-minute interviews Round 2: Regular case fit interviewsCase presentation (60 minuteprep, 20 minute presentation &10 minutes for Q&A)Career progression Associate Manager Principal Partner (Vice-President)(Vice President)

Industry overview – Bain & Co.9Bain is a global management consulting firm. It is considered one of the top firms in thisindustry and is known for its focus on delivering results and office-centric work model.Bain Overview 3100 consultants 39 offices worldwide 26 countries Office-specific staffing model 14 industry groups 11 functional practice areas Office-centric work model CuCultureu e coconsidereds de ed too be collegialco eg aInterview Format 2 rounds of interviews Round 1: 2 40-minute interviews Round 2: 3 40-minute interviews (2 case 1 fit) Office-specific interviews “Answer-first” approach Focus on creativity and structureCareer progression Consultant Case Team Leader Manager Partner

Industry overview – Booz & Co.10Booz is a global management consulting firm. It is considered one of the top firms in thisindustry and was recently bought out from Booz Allen Hamilton, which is govt. focused.Booz Overview 3300 consultants 57 offices worldwide 30 countries Regional staffing model 16 industry groups 8 functional practice areasInterview Format 2 rounds of interviews Rounds 1 & 2: 2 45-minute interviewsCareer progression Consultant Manager Partner

Industry overview – Boston Consulting Group11BCG is a global management consulting firm. It is considered one of the top firms in thisindustry and is known for its intellectual approach and diverse workforce.BCG Overview 4500 consultants 66 offices worldwide 40 countries Regional staffing model 15 industry groups 14 functional practice areas People considered to be friendlyTypical Interview Format 2 rounds of interviews Round 1: 2 45-minute interviews (cases) Round 2: 3 45-minute interviews (cases) General 1st round and office-specific 2ndround interviewsCareer progression Consultant Project Leader Principal Partner

Industry overview – Deloitte12Deloitte is a leading global management consulting firm which is known for offeringcomprehensive solutions, including technology and tax services, to its clients.Deloitte Overview Global brand recognition due tosolutions outside management consulting 18 industry groups 5 broad services areas (enterprise,human capital, outsourcing, strategy &operations and technology integration) 7 functional areas within strategy &operationsopea o s Regional staffing model Comprehensive solutions, beyondstrategy and operations, offered to clientsInterview Format 2 rounds of interviews Round 1: 2 30-minute interviews Round 2: 1 60-minute interview with 2partnersCareer progression Senior Consultant Manager Senior Manager Partner

Industry overview – L.E.K. Consulting13L.E.K. is a global management consulting firm. It is considered one of the top small firmsin this industry and is known for its analytical rigor.L.E.K. Overview 900 consultants 20 offices worldwide Strong presence outside US 19 industry groups 6 functional practice areas Known for its analytical rigor Cases usually shorter (6 to 8 weeks) Providesov des immediateed a e manageriala age aresponsibilities to its MBA hires Partners actively involved in casesInterview Format 2 rounds of interviews Round 1: 2 30-minute interviews (littlefit, some cases were brainstorming typequestions) Round 2: 3 30-minute interviews Potential case on NPV analysisCareer progression Associate Consultant Consultant Manager Partner

Industry overview – McKinsey & Co.14McKinsey & Co. is a global management consulting firm. It is considered one of the topfirms in this industry and is known for developing leaders and strong culture.McKinsey Overview 8500 consultants 92 offices worldwide 52 countries National/global staffing model 18 industry groups 7 functional practice areasInterview Format 22 or 3 rounds of interviews Command and Control case interviews Office-specific interviews in all rounds(though Northeast offices piloted commoninitiative) Fit interviews focus on structure, specificactions and headlines for storiesCareer progression Associate Engagement Manager Associate Principal Partner Director

Industry overview – Monitor Group15Monitor is a leading global management consulting firm which is known for its thoughtleadership and focus on knowledge transfer to its clients.Monitor Overview 1500 consultants 30 offices worldwide 18 countries 15 industry groups 3 broad services areas (advisory,capital-building & capital) Global staffing model Foundedou ded in 1983983 by thee likeses ofo MichaelM c aePorterInterview Format 2 rounds of interviews Round 1: 2 interviews (case fit) Round 2: Group business case exerciseRole play interviewFeedback interviewCareer progression Case Team Member Module Leader Case Team Leader Global Account Manager

Industry overview – Oliver Wyman16Oliver Wyman is a global management consulting firm. It is considered one of the topfirms in this industry with a significant presence outside the US.Oliver Wyman Overview 2900 consultants 40 offices worldwide 16 countries 9 industry groups 7 functional practice areas Global staffing model Formed from a combination of MercerOliverOve WyWymana & MeMercerce CoConsultingsu gInterview Format 2 or 3 rounds of interviews Round 1: 2 30-60 minute with case andfit Round 2: 1 Fit interview with two case fit interviewsCareer progression Junior Consultant Senior Consultant Junior Manager Senior Manager Partner

Contents17SectionPage #Introduction3Consulting Industry Guide6Industry OverviewFirm Overviews (10 Firms)Interview Preparation18Interview Overview – Fit CaseSample FrameworksIndustry SnapshotsPractice Cases5014 Practice CasesLinks to Other CasesCases from Firm WebsitesSuggested Cases from other Casebooks126

Contents: Interview preparation18A typical consulting interviewGeneral tipsFit interview preparation with sample questionsCCaseiinterviewt i preparationtiWhat is a case? Case types and interview methodsProblem solving – what is it?Overall flow of a caseTips to stand outSample FrameworksCommon Industry SnapshotsTips for giving casesOther resourcesIndustry snapshots

A typical consulting interview19M t&GMeetGreettTh FitTheTh CaseTheCWWrap-upProcess Wait in hospitalitypy suitewith other candidates /recruiters Interviewer mayygive personalbackground Interviewer asks for youby name Questions aboutresume /experience Handshake / greeting Interviewer will start case Keep track of time so thatyou by when you areexpected to reach aconclusion Your chance to askquestions Walk back to hospitalitysuite with interviewer Walk to interview suite/ small talkYou should Appear warm,confident, professional Convinceinterviewer that youare fit for the firm Pass the “airporttest” Maintain confident,controlled, upbeatdemeanor Not ask stock questions A good chance to get tolearn about theinterviewer’s personalexperiences at the firm

General tips20Make a ggreat first impressionpProfessional appearancePreparationHave needed suppliesPlenty of pens/pencilsGraph/plain paperServiceable portfolioProject confidence from start to finishRelax (hard to appear confident if not)Be yourself (extremely hard to be confident if not)

What is “fit”?21Opportunity to project “consultant” during the interviewInquisitive, logical, confident, friendly, driven, happyWhen you describe yourself:Focus on a set of skills that the company wantsCommunicationLeadership/ManagementWork under pressure / ability to deal with conflict and ambiguityWhen you describe your fit:Don’t repeat slogans; most firms do the same thingsFocus on what the firms consider to be their unique factors (e.g. McKinsey’sinternational reach, BCG’s thought leadership, Bain’s office culture etc.)For in-depth probing on leadership questions (typical of McKinsey)Prepare a 5-10 word ‘newspaper headline’ that encapsulates the storyPrepare beforehand a 1-2 minute description that quickly lays out the context, theactors and the complicationFocus on your actions and thought process and the impact of your actions that led tothe solution / eventual success

Tips on the Fit Interview22Almost everyy singleg interview involves at least some fitinterview type questionsApplicants have been turned down from the top consultingfifirmsforf not havingh i clearedld theh fitfi portionsioff iinterviewsiVery basic steps go a long waySmileMaintain eye contactBe honest and heartfeltHave a succinct storyPractice can make perfectInterviewStreamMock fit interviews

Tips on the Fit Interview (cont.)23DoEstablish common ground (geography, family, interests, sports, etc.)Ask the interviewer friendly questionsB confidentBefid ini your answersTalk about something other than your qualifications (you’re interesting, sotalk about it)Don’tDiscuss something controversialComplain about anythingMake up elaborate questions you know the answer toRepeat company slogans, mottos, tag-lines, etc.Focus only on your business qualifications and experience

Sample fit questions24Take me through your resumeTell me about a time when you exhibited leadershipTell me about a time when you had to solve a problemTell me about a time when you failedTell me about a time you had impactWhat kind of leader are you?Why Firm X?Why City Y?Why consulting?What is your greatest accomplishment?What would you say your biggest weakness is?What are your long-term goals?How do you like school?What is your favorite class at school?What did you do last summer?What do you do for fun?

Case types and case interview methods25What is a case?A business issue/problem company is facing in a few sentencesTakes about 25 minutes; has limited data which is usually provided if asked forApproach to solution is more important than the final solutionThere are two common case interview methods:‘Go with the flow’ cases (typical of most firms) – You will determine whichareas to explore and lead the discussion, i.e. drive the caseCommand and control (typical of McKinsey) – Interviewer guides the discussionand case has heavy brainstorming components and quantitative workCommon case types*yp(not( a comprehensiveplist):)ProfitabilityIndustry Analysis (incl. non-profit)Market EntryMarket SizingAcquisitionCapacity Expansion (incl.(incl outsourcing)OrganizationInvestments*Note: one case could span multiple case types

Overall flow of a case26 3 min.Understandthe question Listen actively Ask clarifying questions Take judicious notes Organize notes as slides Formulate an initialhypothesis aboutpossible solutions Write down keyyquestion 1-2 min.Plan yourapproach 12-15 min.Probe forinformation 3 min.Assert aconclusion Mention you will take aminute to plan yourapproach Follow your plan! Draw out a frameworkas checklist of topicsp toexplore Adjust hypothesis andplan as data emerges Answer the question Organize notes asslides Make best conclusionwith data on hand Highlight insights fromany numericallcalculations Make recommendationsd ffollowll themh withhandsupporting evidence Note conclusions Address “risks” and“next steps” Select 3 to 5 majortopic areas Identify relevant subsubtopics Present plan of attackto interviewer – startwith the most importantp Ask specific questionsto test hypothesis Drive the case to aconclusion before timeexpires Take a definite stand

Tips: Communication, Notes & Math27CommunicationExplain your thought-process when presenting your planMake hypotheses when asking questions/requesting informationGo beyond verbal communicationBe engaging! Enjoy the case problem and work together to solve it!Body language (eye contact, gestures, posture); smile often but do not overdo itFacial expressions (Maintain composure at all times)NotesWrite legibly, angle it such that the case-giver can see your workUse a new page for each theme you are exploringCircle/box insights for use in recommendationsMathDrawaw matha outou cclearlyea y (espec(especiallya y foro marketa e ssizing)g)Explain any assumptions (be reasonable with assumptions)Walk through your logic aloud and tie the result to the case

7 Tips to help you stand out in the case interview28Ask questions that help clarify the scope of the case and the exact question to beansweredDraw out as “MECE” (Mutually exclusive, collectively exhaustive) a framework / treeas possibleTalk about the most important branches first and explain why they may be the keydrivers; don’t just follow the sequence in which you wrote themWhen asking questions or for more data, preface them with contextual analysis, oreven a hhypothesish i as to whath you expect theh datadshowhWhen doing math, relate the numbers qualitatively to the case, and identify/verbalizethe takeaways from your analysis‘Brainstorm in buckets’: If asked to brainstorm, take a minute, identify the broad leversthat can answer the question, and run-riot with ideas. Structure and a logical approachis always appreciated.When presenting recommendation – take a position! Be concise and top-downtop down in yourrecommendation (i.e. recommendation first with supporting arguments, tie in numbers ifpossible). Then, mention the risks that invalidate your reasoning

A note about frameworks29There are an unlimited number of frameworks that can be successfully applied in caseinterviews but knowledge of a few solid frameworks will go a long way (profitability, marketentry, go/no go investment, etc.)Sample frameworks can be found in the following places:Wharton, Ross, Stern, Tuck, Kellogg, and other school casebooks available on webcafeDavid Ohrvall “Crack the Case” and Mark Cosentino “Case in Point”Your knowledge from managementmanagement, marketing classes and prior work experience – read theCORE CONNECTOR published by the Wharton Consulting Club tooYour own logical problem-solving abilitiesCosentino and Ohrvall both offer “systems,”y, but these systemsyare essentiallyycombinations of individual case-type frameworksUse what(1) You are comfortable with, and, (2) works for you. Be as original aspossible: DEVELOP A FRAMEWORK THAT IS RELEVANT TO THE CASE PROBLEMQUESTION AND INDUSTRY!Some sample frameworks are provided in the next few slides. But these are just meantto get you started – do develop your own frameworks for each case!

Sample framework 1: Increase profits30Overview Client’s earnings / profits (or ‘bottom-line’ in Income Statement) has declined or stopped growing YouY needd tto recommendd ways tot iincrease profitsfitSampleFrameworkMarketRevenues Industry- GrowthG th (g)( )- Revenues (R)- Profits (Π) Competition- C1 market share (s1)- C2 market share (s2)- Etc. Product mix- PointsP i t off ParityP it /difference ourproducts andcompetition prod. Pricing (P)- Competitive parity inprices- Can we prices? Volume (Q)- WhatWhat’ss our marketshare?- Enough capacity tomeet demand?Costs Client cost structure(Fi d / Variable)(FixedV i bl )- PP&E (Property,Plant & Equipment)- Overhead- SG&A- Labour- Materials- IT / Systems Benchmarks- How do our costsstack up vs. others? Supplier powerCustomer / Channel Customer Segment- WhichWhi h segmentt ddowe serve?- Are they mostprofitable? Channels- Current sales mix?- Are they low-costchannels?- Do these channelsattract high margincustomers?- Incentive structures /performance

Sample framework 2: Market entry; Investmentand new technology31Overview Client is considering entering a new market. Your goal is to recommend whether or not they should enter it For these types of cases what is common is that the company is considering spending money to get some kind ofeconomic return. In addition to seeing whether the decision is financially sound, you have to test:- Likelihood of implementation success based on industry conditions and firm capabilities- Do a risk assessmentSampleFrameworkStrategic Logic WhWhy are theyh thinkinghi ki offmarket entry?- Growth?- Mature current market?- Responsepto competitorpmove? Resources and capabilities- What does the firm have thatmakes them think they can besuccessful?BrandPatentsLocal expertise/partnersEconomics of decision NNew marketk conditionsdi i- Total Revenues (R)- Total Profits (Π)- Growth (g) Competitionpin a new market- C1 market share (s1)- C2 market share (s2)- Etc. Economics- Investment required- Expected share of revenues- Expected share of profits- Profitable? Payback period?Risks / Others EExecution/entryi /bbarriers?i ?- Channel access?- Regulatory barriers?- Does firm have to makeinvestment? Risks- Implementation risk- Political risks?- Currency risk?- Macroeconomic risk?

Sample framework 3: M&A deal32Overview Client is considering an M&A transaction YourY goall isi tto recommendd whetherh th or nott tot dod theth deald lSampleFrameworkStrategic FitDeal EconomicsRisk Assessment Basic deal rationale- CostC t synergy-focus?f?- Revenue-synergy- focus?- Early-stage co. beingacquired for technology?- Response to competitormove? Type of deal- Vertical integration- Horizontal- New market entry via deal- Diversification move Valuation (Know basicDCF!)- Revenue &Costs- CAPEX & Working Capital- PBT (profit before tax)- Taxes- PAT (profit after tax)- Cost of capital (R)- Value (PAT / r) Deal Price Synergies- Cost and Revenue- New Firm value New Value Deal Price Has the company doneacquisitionsi itibefore?b f ?- Capability test Organizational cultures- Compatible (high % ofM&A deals destroy valueas cultures are notcompatible) Need to manage PMI (Postmerger integration process) Can investors not diversifyby themselves

Sample framework 4: Outsourcing33Overview Client is considering outsourcing an operation YourY goall isi tto recommendd whetherh th or nott tot dod theth outsourcingti Do NOT make a recommendation on cost savings alone – explore areas like customer serviceimpact, premium customer segment impact etc.SampleFFrameworkkStrategic logicDecision EconomicsRisks / Others Why are they thinking ofoutsourcing?- Cost savings?- Market entry into BRIC/othermarkets?- Early-stage coco. beingacquired for technology?- Response to competitormove? Customers affected- Which segments?- What are their needs? Current costs (in-houseoperation) Outsourced costs Initial investmentrequired- Outsourcing consultants- IT/System investments Net cost savings Risks- Implementation risk? Political risks?- Currency risk? Partner capabilities- Quality of service- Lead time- Technology- Customer service Stakeholder mgmt.- Stakeholders – job loss issues etc.- Manage media & communityIMPORTANT: Sometimes interviews might make a difference between Outsourcing and Off-shoring: former refers to functions that aredone outside firm’s boundaries. Latter refers to outsourced functions done in a distant location such as India or Ireland.

Sample framework 5: Non-profit organizations34Overview Client is a non-profit organization YourY goall iis tto solvel theth specificifi problembl ffor ththe organizationi ti Important to display that you understand that non-profits have fundamentally different driversbeside just the economics of a particular decisionSampleFFrameworkkStrategic Rationale Mission of non-profit- Health- Education- Poverty alleviation- Etc.- Response to competitor move? Stakeholder opinions and likelyreaction- Donors- “Customers” – those who benefitfrom the non-profit’s services- Volunteers- Paid staffDeal EconomicsOther Planned investment- What will it cost?- Do we have the money? Required capabilities- Does non-profit have what ittakes to do this well? Returns, if any- Will we be getting backmoney?- Will organization make / losemoney on this? Risks- How will media perceive thisdecision?- Critical to factor instakeholder reactions – willthis alienate donors,, volunteersetc.?

After developing a framework, problem solvingrequires smart followfollow-upup questions & insights35ExamplesSomesolutionl idrivers Should client enter new market? What is NPV? Should client do M&A? Post-mergerPost merger integration risk? How can client increase profits? Quantify increase. How can client reduce costs? By how much? Should client make new investment? What is NPV? How can client increase share? Quantify increase. How can client grow revenues? Quantify increase. Should client outsource? Compare/value alternatives.Strategicanalysisl i What are industry trends? Info on competitors/market shares? Strategic rationale underlying decision?Economicanalysis What products? Prices? Volume? What’s the cost structure? ProfitP fit iimpactt forf client?li t?Customers /channelsCatch-all /Other Which customer segments? What are customer needs / wants? What channels? Sales force? AnyA regional/geographicil/hi concerns? What are the risks? Any regulatory issues? Any organizational behavior issues?Wide variety of decisionsbusinesses faceWhere possible, you will beguided to quantifyimprovement (i.e. to dosome basic applied math)Not allll issues/driversN/dwillllbe relevant but list shouldlet you quickly zone in onkey to problemFor these drivers,drivers thinkabout:a. Changes over time?b. Compare client withcompetition etc.This is meant to be athought starter – not acomprehensive list

Tips for giving cases36One should broadly follow these steps when giving cases to fellow studentsPrepare yourselfRead the case thoroughlyMake it realMake the experience as close toreal as possibleStep wise approachIntroduce the problem statementDon’t give a case that you have notstudied yourselfBe serious during the case even ifyou give the case to your best friendAllow 3 5 mins for candidate togather her thoughtsHave any exhibits ready for useduring the caseBe tough – test candidate’s abilityto deal with a negative vibes frominterviewerAnswer any questions thatcandidate may haveControl the time. Do not exceed30-35 minutes for the case portion!Guide the candidate accordingly ifshe is digressing from key issueAsk questionsGuide only when necessaryProvide honest feed backBest way to make cases interestingto provide necessary hints indirectly- for ex by asking related questionsGive out information only whenright question is askedGo back to your notes and think ofboth strengths and weaknessesBe specific – What was the mistakeand what’s the right approacho es – itss in cacandidate’sd da e s besbestBee Honestinterest to make mistake with youand learn from themBe ready to take noteso ow thee case flowow as pprovidedov ded inFollowthe original format – It helps inobjective assessmentIdea is to let candidate stretche se aandd geget a feelee foro realeaherselfsituationRemember that there is no one answer to any case! A candidate can be creative enough to take a new approach towards the problem.

Other references: Case prep37There are a number of other resources to learnabout case prep. We found the followingparticularlyy useful:pKellogg 2004 Casebook – Pages 5 to 44Ross 2007 Casebook – Pages 3 to 25Older Wharton Casebooks

Remember, cases are about problem-solvingabilities not whether you are an industry expertabilities,38BackgroundkdOur beliefImportantWarning! Case interviews span a broad range of industries. You may encounter everything fromFinancial Services to Mining to Education to Formula 1 Those of you who have not worked as consultants before will likely not have anybackground in most of these industries This document can give you a very high level view of some ‘typical’ industries thatcases focus on You MUST attend the industry primer series led by partners from various firms as theywill capture key insights and latest trends in those industries that tend to be popular incases We believe that having a very basic overview of an industry helps to moreeffectively tackle a case At the very least it helps you construct a framework that is most applicable to thatparticular problem context. Examples:- Consumer goods: branding is an important driver of success- Pharma: generics manufacturers pose a major competitive threat Do not attempt to master industry specifics or memorize industry data You primary objective over the next few weeks/months is to master casecase-basedbasedproblem solving not to become an industry expert Spending a little time informing yourself about the basics of a few key industries shouldimprove your problem-solving ability. The following pages will help in this endeavor.

Airlines39Overview /Products &Services Airlines provide air transport services for passengers and/or freightKeyy Trends Consolidation - multiple high-profile mergers Fare competition – airlines compete to undercut one another on competitive routes Low-cost carriers - recent entrance by smaller carriers trying to replicate Southwest Airlines’ low-cost modelCompetitiveLandscapepCustomers Established legacy carriers (e.g., Delta, American, United) compete with each other and with low-cost operators onmultiple domestic routes; price is usually the major competitive factor. Some domestic carriers also operateinternationale a o a routes,ou es, pplacingac g theme in cocompetitionpe o wwith oveoverseasseas aairlineses Individual consumers Corporations/small businesses Travel web sites/resellersChannels Internet – airline websites, online ticket resellersTelephone – airline call center agentsTravel agentsOver-the-counter – walkups at airportsProfitSummary Revenue: Ticket r

Meet & Greet The Fit The Case rap-up py with other candidates / recruiters Interviewer asks for you by name give personal background Questions about resume / Keep track of time so that you by when you are expected to reach a conclusion questions Walk back to hospitality

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