A.T. Kearney

Basic info

http://www.atkearney.com/91 Years Old
Chicago, United StatesConsulting
1001-5000 EmployeesPublic company

A.T. Kearney products & services


Analytics is an increasingly important tool to drive growth, enhance productivity, and improve efficiency. Our Analytics Practice combines functional knowledge with advanced analytics capabilities to help clients sustain a competitive edge across strategic business functions. credits: www.atkearney.in

Digital Business

Digitization, in all of its forms, is the transformative factor of our time, and no company can ignore the impact it will have on all aspects of commerce, including business processes, services, and transactions. A.T. Kearney’s Digital Business Service works collaboratively with clients to understand how to adapt to today’s disruptive digital innovations and build a long-term competitive advantage. credits: www.atkearney.in


In today’s hypercompetitive world, forward-thinking companies secure their futures by developing superior innovation and R&D management capabilities, reinventing sources of competitive advantage, and being faster and more agile than the competition. A.T. Kearney is uniquely qualified to help companies dramatically improve in all of these areas. credits: www.atkearney.in

Marketing & Sales

A.T. Kearney supports companies in all industries in staying ahead of new market developments, capturing new opportunities, and shaping markets. We work collaboratively with our clients to drive transformative change and profitable growth—while ensuring sustainable business success. credits: www.atkearney.in

Mergers & Acquisitions

With more than 200 M&A transactions performed worldwide in the past five years, we guide companies through even the most complex mergers, acquisitions, and divestitures. Our broad expertise includes strategy development, due diligence, pre-merger planning, post-merger integration, spin-offs, and carve outs. We help our clients capture maximum value from their deals—in both immediate returns and longer-term competitive advantage. credits: www.atkearney.in


Today's market and industry dynamics present extraordinary opportunities for companies to transform their operations and gain unprecedented competitive advantage. No one is better positioned than A.T. Kearney to help capture these opportunities. We've long been known for our expertise in operations—from defining tailored strategies to flawlessly executing them. credits: www.atkearney.in

Organization & Transformation

Maintaining a fit organization—strong, agile, and lean—in a complex world requires relentless focus on excellence. A.T. Kearney's Fit Transformation™ methodology is designed to strengthen organizations and to deliver transformations that create an immediate impact and a lasting advantage. credits: www.atkearney.in


A.T. Kearney helps companies improve procurement performance, transform supply management processes, develop in-depth analytics, and understand how collaboration technology can be used to achieve strategic objectives. Our highly experienced procurement professionals deliver results—from quick-win cost savings to long-term growth and value creation. credits: www.atkearney.in

Strategic IT

A.T. Kearney is at the forefront of the dynamic evolutions, revolutions, challenges, and opportunities created by emerging technologies. We use IT to innovate, improve productivity and profit margins, and elevate the customer experience—helping our clients capture an immediate impact while embedding capabilities to ensure a longer-term competitive advantage. credits: www.atkearney.in


A.T. Kearney's strategy consultants work side by side with top management to help plan and implement their corporate strategies. The result of these collaborative efforts is an approach that ensures that all strategies can be turned into actions, led from the top, with clear accountabilities. credits: www.atkearney.in


By adopting a sustainability mindset, businesses have an unprecedented opportunity to win customer support, engage employees, and gain competitive advantage while improving lives, communities, and our world. We are committed to helping companies take on the challenge and reap the rewards of becoming truly sustainable. credits: www.atkearney.in

A.T. Kearney Interview questions


A.T. Kearney Senior business analyst interview

Vignesh Shankar ExperiencedSelected
I Applied for job through Walk-in for Senior business analyst role at A.T. Kearney
Interview Process
HR Interview Case Study Interview Case Study Interview Case Study Interview HR Interview
Round 1

HR Interview

Interview Questions
  • Question 1: Why Consulting?
  • Question 2: You have some experience in finance, why do you wish to switch to consulting’ ?
Interview Experience
The PI portion was resume-based. I was asked specific questions on points I had mentioned in my resume, for example: - You've mentioned that you were involved in recruitment during your previous job. What were you actually doing? - You've mentioned that you’re undertaking a study (independent study) in Real Estate. Why are you doing this and what are you doing? He followed up my answer to this question by asking some technical questions on how I would value a real estate project. I answered the question using my knowledge of the industry and finance valuation metrics.
Round 2

Case Study Interview

Interview Questions
  • Question 1: Market Estimation:
  • Question 2: You are the Chief Minister of XX state in India. What will you do to increase state income (GDP)?
Interview Experience
Market estimation :
I decided to proceed by estimating the population of Chennai, subsequently the high income population, and subsequently the population within eligible age (say 10 to 30). Thereafter, I stated that we would have to make some assumption regarding the proportion within the eligible age that would actually play tennis and subsequently some assumption regarding the number of courts that would be required in order to ensure that identified population could play tennis for, say 6 hours every week. The interviewer was satisfied with this. He later mentioned that I had missed out tennis courts in educational institutions and clubs. I said that these would be covered to a certain extent in my overall analysis, and he agreed. Note that I did not arrive at a final number. The interviewer was interested in my approach and logic.
Full Case
I approached the case using the Cobb Douglas Production function (which states that income is a function of productivity, capital input and labour input). The interviewer was quite satisfied with the approach. I broke down each lever into possible sub-parts. I said that the productivity lever could be thought of as a function of infrastructure, technology, transportation, etc. Labour could be analysed as (1) creating a talent pool (more colleges, schools, etc.) and (2) retaining the talent pool (creating jobs). The capital lever is all about bringing in more money, through greater support from the central government, increased state-levied taxes or increased private investment. The interviewer was quite happy and asked me to focus on productivity and capital. Before delving deeper, I mentioned that it would be tough to think of productivity and capital and two distinct levers, as most productivity improvements would require capital investment. The interviewer smiled and agreed. He asked me to mention 2 or 3 big items that I would look to work on under each lever. Under productivity, I mentioned power, transportation and irrigation. Under capital, I mentioned that the state government must create incentives for investment through laws and regulations (for example, certain real estate laws with respect to restriction on built-up area are governed by the state. These could be altered). The interviewer agreed that all this could be done, but how could a private investor decide to invest into a state? I said that the government would probably have to identify growth sectors, or sectors that desperately required funds, and then pitch to investors to invest in the identified sectors. The interviewer also mentioned to me that it was critical for the government to increase its speed of response and not let matters die under red tape. He mentioned that one of the biggest reasons why private investors shy away from large investments is because of government bureaucracy.
Interview Tips
I established a good vibe with the interviewer. I think that this was important, given that it was my first interview.
It is useful to make small talk in between different segments in an interview. It helps the interviewer get a sense of who you are. It might also put the interviewer at ease, by breaking the monotony of doing the same case over and over again with 10 different candidates. It is very important to be honest about all your resume points. In the real estate question above (in the PI portion), right at the start, I caveat by stating that the study was work-in-progress. I stated very clearly that I still had a fair way to go towards completion of the study, and so I could answer any questions on real estate based on my limited knowledge. The interviewer appreciated this.
Round 3

Case Study Interview

Interview Questions
  • Question 1: Estimate the first year sales for Tata Nano (TN)
Interview Experience
I stated that TN could capture sales from the two-wheeler segment (i.e., people who are buying two-wheelers merely because existing cars are too costly) and the cheap/small car segment (stealing market share). I started off with the population of India, segmented it into low-income, mid and higher income. Mid-income would clearly be the relevant segment for us. Within the mid-income segment, we need to understand the existing size of the bike market. We could do this by estimating the number of households within the mid-income segment and assuming a certain number of bikes per household. The interviewer broke me off and asked me to assume that the annual bike sales in India are 50 lakhs. Thereafter, I tried to arrive at an estimate of the annual sales that TN could capture. I fumbled quite a bit here. I started off with a certain percentage that, to me, seemed to make intuitive sense. The interviewer said that I was just pulling numbers out of a hat. How could I corroborate this through other means? He then told me that the existing small car market size was 7 lakhs. I said that we could use this to find out what our estimated market share would be, after eating into bike sales. The interviewer retaliated by stating that that would be as good as just assuming a certain market share directly, making my earlier analysis of population, income groups, etc. redundant. I said that that would not be the case, as we are using projected market share merely to see how aggressive/passive our bike to TN conversion ratio assumption is....... We went back and forth on the above for a while. We eventually agreed on a certain percentage (I really don’t know how or why). I intended to proceed with estimating sales captured from the existing cheap/small car segment, but the interviewer wished to stop.
Round 4

Case Study Interview

Interview Questions
  • Question 1: The client is an integrated copper mining and smelting company, whose end-product is metal bars. The company has been making losses for the last 5 years. Prepare a turnaround plan. Additional information – The client has 2 mines and processing plants. One mine and PC together (same location) and the other mine and PC in different locations. The intention here is to make the company profitable on a sustainable basis.
Interview Experience
I laid out a structure whereby I would first understand the market (competition, regulation, our value proposition, market growth – historical and expected) and then understand the company’s income statement in more detail. The interviewer was satisfied with the structure. I was given the following additional information regarding the market, on specific questions: - Our client is the only copper mining company in India. Other copper companies in India are only into smelting. - Our final product is commoditized. Prices are determined by the London Metal Exchange. - Assume no regulatory constraints - Our client has no specific value proposition - Market growth for the last 10-15 years, as well as the expected future growth, is 10% CAGR I later said that I would like to analyse the company’s profitability by understanding revenue and cost in further detail. The interviewer prodded me to look into the industry value chain. Simply put, the value chain involves (a) basic input, i.e., copper ore (b) smelting (c) consumption. Through follow-up questions, we broke each segment into 2 parts each, along with numbers. Under ‘a’, our client (the sole copper mining company in India) supplied 30,000 tonnes. There were imports of 610,000 tonnes. Under ‘b’, our client smelted 40,000 tonnes. There were 2 other major competitors in the market who smelted 300,000 tonnes each. Under ‘c’, 400,000 tonnes was consumed domestically, while the rest was exported. Our client made only domestic sales. (Note: Here, all information was not given to me directly. I was asked to make certain deductions. For example, I was not told directly that there were copper imports. Based on figures for consumption, I had to deduce that there were imports of 610k tones. I was not told directly that there were exports of 240k tones.......)
Based on the above information, the interviewer asked me to list out possible hypotheses that could be causing the client profitability problems. I listed out the following: - Our competitor has higher smelting capacity. Scale economies could be a very significant driver in this industry. - Imported iron ore might be cheaper than our client’s own domestic mining. - Export prices could be higher than domestic prices.
Interview Tips
As you move into subsequent rounds, PI becomes increasingly important.
Round 5

HR Interview

Interview Experience
This was the final interview. There were no cases. Completely PI. In fact, we conducted the interview out on the LRC lawns, next to a make-shift snack bar. We started talking as we were walking. The interview was quite long, over coffee and accessories. Kaustav asked me questions on what I felt about the firm, the recruitment process, the interviews, did I have any questions to which I had not received satisfactory answers in the past, etc. Kaustav asked me why I was interested in consulting. How did it tie in with my career plans? What were my career plans? Short-term and long-term goals? In my life, what decisions had I made that were tough and that involved significant trade-offs or choices? What do I feel about the decisions and choices I have made thus far? A little bit about my family, my personal background. Where had I studied? How would I feel about living away from home?

Skills Tested

  • Case Solving Ability
  • Case Analysis
  • Ability To Cope Up With Stress
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A.T. Kearney team

Abhishek Poddar

Past: A.T. KearneyEducation : B.Sc-St. Stephen's College,MBA-IIM AhmedabadLocation: New Delhi

Debashish Mukherjee

Partner, Co-Head
Past: A.T. KearneyEducation : B.Tech-IIT Kharagpur, PGDM-IIM CalcuttaLocation: New Delhi

Anshuman Maheshwary

Past: DHL, Anderson Consulting (Accenture), Barclays Capital, LondonEducation : Finance-St. Xavier's College,MBA-IIM BangaloreLocation: New Delhi

Mohit Rana

Past: ICICI, SiemensEducation : B.Tech-IIT Delhi,MBA-IIM AhmedabadLocation: New Delhi

Vikas Kaushal

MD and Country Head
Past: A.T. Kearney, ICICI LimitedEducation : BE-Punjab University,MBA-IIM Ahmedabad.Location: Gurgaon

Himanshu Bajaj

Past: TSMG, Federal Express, Barclays Investment BankEducation : BE-Delhi College of Engineering,MBA-IIM AhmedabadLocation: Mumbai

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