Basic info Years Old
Boston, USAConsulting
5001-10000 EmployeesPrivate company

About BCG

"BCG is a uniquely global firm, with 81 offices in 45 countries and a globally distributed business and partnership. Indeed, a truly global mindset is reflected in all we do: at BCG, each partner has the same rights and privileges—decision rights are not concentrated by tenure or tiered within the partnership; none of BCG’s four regions is home to more than a third of the partner group; and our 17-member Executive Committee consists of partners from ten different countries." credits:


BCG is a global management consulting firm and the world's leading advisor on business strategy. We partner with clients in all sectors and regions to identify their highest-value opportunities, address their most critical challenges, and transform their businesses. credits:

BCG impact

Countries it is present in
Partners at the firm

BCG story

the start
BCG is founded by Bruce D. Henderson as the Management Consulting Division of the Boston Safe Deposit and Trust Company itself a subsidiary of The Boston Company. credits:
BCG holds its first conference
BCG holds its first conference, at Endicott House in Dedham, Massachusetts. Six of eight attendees become clients within a year. credits:
Acquires Pietro Gennaro Associati
BCG acquires Pietro Gennaro Associati of Milan credits:
tokyo office opened
First overseas office is opened in Tokyo,Japan. credits:
bcg is formed
The Boston Company spins off BCG as a separate subsidiary. BCG enters into a joint venture in London called Attwood-Boston Consultants Ltd credits:
Bain and Co formed
Bill Bain and others leave BCG to form Bain and Company credits:
BCG becomes independent
BCG completes its buyout of stock from The Boston Company, five years ahead of schedule credits:
Harvard business review publishes bcgs work
BCG's Thomas Hout, along with Eileen Rudden and Michael Porter, writes "How Global Companies Win Out," published in the Harvard Business Review credits:
acquired pcek
BCG acquires the Australian consulting firm Pappas, Carter, Evans & Koop credits:
acquires holt planning associates
BCG expands its value management focus through the acquisition of Holt Planning Associates. credits:
1000 consultants and counting
The number of consultants reaches 1000. credits:
Acquires CCG
BCG institutes a regional structure to better manage the firm's worldwide growth. credits:
Indian office opened
New office opened in Mumbai. credits:
new chairman
John Clarkeson becomes chairman of BCG credits:
New CEo
Carl Stern becomes chief executive officer of BCG credits:
partners with goldman sachs
BCG partners with Goldman Sachs to create startups that later become spinoffs, including digitally based companiessuch as iFormation,, and Platinion. credits:
Creates Strategy Gallery
BCG's Strategy Institute creates the Strategy Gallery, an online Web site that features continuing, interactive exploration of strategic thinking from new and often unexpected sources. Designed to allow "browsing for inspiration," the site immediately attracts the attention of the Wall Street Journal credits:
creates valuescience centre
BCG creates the ValueScience Center, a joint venture that harnesses leading edge corporate-finance valuation tools and techniques for use in strategy consulting credits:
Sandy moose retires
Sandy Moose, the consulting industry's first female consultant, retires from BCG after a career spanning nearly four decades credits:
100 best companies to work for
Fortune magazine ranks BCG number 11 on its list of the "100 Best Companies to Work For," higher than any other consulting firm credits:
Australia's best large consulting firm
BCG is named Australia's best large consulting firm in BRW magazine's annual Client Choice Awards credits:
Social responsibility
The World Economic Forum and the White House recognize BCG for its work with the Bill & Melinda Gates Foundation and other institutions in the global fight against malaria credits:
sells site59
BCG completes the sale of its Internet start-up Site59 to Expedia, the successful Web-based travel service that Site59 had evolved into. credits:
bcg updates all its apperance
BCG updates the appearance of all communication tools, including the firm's logo. The changes are the culmination of a 12-month effort to develop a new visual identity that reinforces our differentiation and strengthens our brand. credits:
Clarkeson retires
John Clarkeson formally retires from BCG in April after a 40-year career that included many unique contributions to the firm. He has become BCG's chairman emeritus and maintains his office in Boston. credits:
100 Best companies to work for
Fortune magazine names BCG the best small company in America and ranks the firm eighth overall on its list of the "100 Best Companies to Work For." credits:
best company for working mothers
Working Mother magazine names BCG a "Best Company for Working Mothers" for the second consecutive year. credits:
best company for working mothers
Working Mother magazine names BCG a "Best Company for Working Mothers" for the third consecutive year. credits:
100 best companies to work for
For the fourth year in a row, BCG is named one of the best companies to work for by FORTUNE magazine. BCG is ranked number three overall and retains its first-place honors among smaller companies for the third straight year credits:
bcg partners named top 10 consultants
Three BCG partners David Michael, John Wong, and Hubert Hsu are named among the "Top 10 Consultants" in China. The ranking comes from a survey of 270 local business executives, editors, and consulting professionals credits:
rich lesser named in top 25 consultants
Rich Lesser, a senior partner in BCG New York office, is named one of the "Top 25 Consultants" of 2009 by Consulting magazine, a leading trade publication credits:
100 best companies to work for
BCG is ranked eleventh on FORTUNE's "100 Best Companies to Work For" list, making the firm one of only three companies to be ranked in the top 15 for five consecutive years. credits:
awards galore
BCG receives four Turnaround Atlas Awards from the Global M&A Network for its work on the reorganization of General Motors and Chrysler. BCG wins Turnaround Consulting Firm of the Year (Large Markets/Global and Turnaround Consultant of the Year (Large Markets), awarded to senior partner Xavier Mosquet. The firm shares in the awards for Chapter 11 Reorganization of the Year ($5 billion plus) and Special Situation M&A Deal of the Year ($500 million plus). credits:
sandy moose wins consulting lifetime achievement award
Sandy Moose, a BCG senior adviser who joined the firm more than 40 years ago as its first female consultant, wins Consulting magazines 2010 Lifetime Achievement Award. credits:
100 best companies to work for
BCG is ranked second on FORTUNE's "100 Best Companies to work for" list, marking the sixth consecutive year that the firm is ranked in the top dozen credits:
perfect score of 100 on corporate equality index
For the fifth year in a row, the Human Rights Campaign gives BCG a perfect score of 100 percent on its Corporate Equality Index, recognizing BCG's policies and culture that provide workplace equality for lesbian, gay, bisexual and transgender employees credits:
unveils the sustainable economic development assessment
BCG unveiled the Sustainable Economic Development Assessment, which determines how well governments are actually converting growth into broad improvements in living standards. credits:
develops adaptive advantage index
BCG developed the Adaptive Advantage Index to measure how well a company adapts to turbulence in its environment. The most adaptive companies, as ranked by the index, were more likely than unadaptive companies to outperform in the future. credits:
Ivan marten named in top 25 influential consultants
Consulting magazine names Ivan Marten, global leader of BCG's Energy practice, one of the year's Top 25 Most Influential Consultants. credits:
rich lesser is new president and ceo
BCG names Rich Lesser its new president and CEO. Lesser succeeds Hans-Paul Burkner, who becomes chairman after serving nine years as president and CEO. credits:
launches bcg china academy
The firm launches the BCG China Academy at the World Economic Forums Annual Meeting of the New Champions in Davos. The goal of the academy is to help companies systematically and efficiently enhance their strategy and organizational and operational capabilities in order to achieve or maintain the leading position in a rapidly changing business environment. credits:
best provider of human consulting strategy
BCG is named the best provider of human capital strategy consulting by Kennedy Information, a leading research and publishing firm. Kennedy Information also names BCG the best provider of change-management services among strategy and operations management consulting firms. credits:
100 best companies to work for
For the third consecutive year, BCG is ranked in the top five on Fortune magazine's list of the "100 Best Companies to Work For" placing fourth overall in 2013. credits:
BCG reelects RIch Lesser as CEO
The Boston Consulting Group Releases Strong 2014 Growth Numbers; Reelects CEO Rich Lesser credits:
Acquires BrightHouse
BCG Acquires Purpose-Driven Consulting Pioneer BrightHouse credits:

BCG products & services


BCG is the partner of choice for companies seeking a comprehensive approach to corporate development and finance. We help our clients improve their performance in Value Creation, Portfolio Strategy, M&A Divestitures, Alliances and World Class Finance Function. credits:


BCG has extensive experience working on digital economy strategies with companies across all industries and regions. Through our deep topical proficiency and a wealth of cross-functional knowledge, BCG can separate facts from hype and help clients succeed in a challenging competitive landscape. credits:


BCG’s Global Advantage practice helps clients achieve global competitive advantage by capturing opportunities arising in and from the RDEs. We support both industry leaders from developed countries and fast-growing companies from the RDEs on a wide range of issues. credits:


BCG has extensive experience helping companies increase the impact of their innovation activities. By combining creativity and analytical insight, our approach helps clients overcome both external and internal barriers and achieve profitable growth. credits:


To help our clients gain competitive advantage, we utilize rigorous analysis and a deep understanding of organizational processes to unlock the potential of marketing and sales resources. We leverage consumer and customer insight to inspire high-impact thinking in all aspects of go-to-market strategy. And, in order to realize sustainable economic impact, our work extends across strategy, planning, execution, and capability-building. credits:


BCG's Operations practice is committed to helping clients achieve a decisive competitive advantage through operational excellence. We work with major corporations around the world, tackling complex issues and high-stakes projects that deliver major impact. We focus on delivering value quickly—under budget whenever possible—and transfer our knowledge to our client companies so they increase their own capabilities. credits:


At BCG, we believe that people—working together collaboratively—form the basis of competitive advantage in any organization. With that in mind, we strive to improve employee engagement and company performance in all our work. BCG’s Organization practice helps clients address their people-related challenges as they strive to improve performance. credits:


Our approach to PMI is tried and tested. We have helped lead PMI efforts at more than 1,000 companies worldwide in every region and industry. We have participated in every type of integration and have worked with companies with all different degrees of experience in PMI. Our teams work closely with the client at all levels to embed change throughout the entire organization and deliver maximum value. credits:


Over the last decade, BCG has built a robust global team of risk experts. The team covers all major financial centers, including Frankfurt, London, Paris, Hong Kong, and New York, as well as all major risk domains: regulation, analytics, governance and organization, culture and process, and systems redesign. Naturally, our risk expertise also dovetails with BCG’s core competencies: planning, steering, and strategy for senior executive management. credits:


BCG has helped clients to spot, seize, and sustain advantaged positions since 1963. Along the way, we have pioneered a disproportionate share of the most important strategy concepts—the experience curve, portfolio strategy, time-based competition, and deconstruction, to name just a few. credits:


Sustainability is a priority for BCG and our clients. We have created a global sustainability network across multiple practices, hosted by the Energy and Environment practice and supported by experts from the Industrial Goods, Public Sector, and Social Impact practices as well as other industry and functional practices. credits:


BCG's Technology Advantage practice focuses on helping clients use information and technology to create competitive advantage and optimize business performance. credits:


BCG’s approach to turnaround and transformation focuses on the most important operational, strategic, organizational, and financial levers in order to ensure a comprehensive recovery. We can validate an existing turnaround plan or develop a new one tailored to a client’s specific circumstances. By combining our deep industry experience with the proven tools of crisis management, we create lasting impact—fast! credits:

BCG Interview questions


BCG Associate interview

Jitesh Shah ExperiencedSelected
I Applied for job through Personal Contacts for Associate role at BCG
Interview Process
HR Interview Case Study Interview Case Study Interview Case Study Interview Case Study Interview
Round 1

HR Interview

Interview Questions
  • Question 1: Tell me something about yourself
  • Question 2: How was your ISB experience?
  • Question 3: Why consulting?
Interview Experience
These were typical ice breaking questions. She didn’t dwell into too many details of any of my responses. We immediately started discussing my ELP on increasing internet penetration in India.
Round 2

Case Study Interview

Interview Questions
  • Question 1: “We did some consulting project for our telecom client some time ago. The client was serving broadband internet to corporate clients with high speed connections, VPN services and P2P network arrangements. Now they have asked us to evaluate whether they should enter the retail market. Can you walk me through how would we go about suggesting them?”
Interview Experience
I: As I am aware the value chain of providing the broadband service includes a. IXP b. Backbone rings and bandwidth c. Backbone routers/equipments d. Last mile connections Is this understanding correct? Seema: Yes I: And is our client present in all the bits of these value chain? Seema: Currently they are present in all the parts of the value chain. I: However you mentioned that they are serving corporate clients alone, so I assume their backbone might not be spread a lot? Can you give me some more details on what is their current spread at two levels? a. In what cities are they currently present? b. In each of the cities how is their backbone scaled up? Seema: They are present in 12 cities. (tier-1 cities). They have several backbone rings present in each of these cities to serve the corporate clients. (She scribbles and explains a bit more about the clients backbone) I: Ok. Are we looking for any time frame in mind or any financial constraints? Also, is client a conglomerate – I am trying to figure out the capabilities of the client. Also does the client have any minimum required rate of return from the project? Seema: No for all the questions. Lets not get into details of the numbers of required rate etc. Let us just discuss on what are things you are going to consider in helping the client. I: Because we are talking about broadband connections, we must focus on the number of internet connection market in India. There are 150 internet users in India. However there are only 50million PCs in India. Now because each PC will have only one connection 50 million is true market size. 30-70 rural-urban (tier-1) spit and 60-40 corporate-retail split leaves about 14mn as a potential retail market. The will like to consider the following: Customer Reach Company - PC Users -> Laying backbone -> Financing, structuring,etc Awareness -> Last mile -> Operations -- Content Language -> Pockets with in city -> capabilities -- Availability of content -- Ease of use Willingness --Price --Use/Need --Perception External factors included: Regulations: Getting licenses Competition: Internet penetration in the 14mn is presently low. I used some pointers from my ELP findings like Chinese perceive that using computer is very easy vs Indian perception that only skilled ones can use the computers. Some major points of discussion were: a innovative revenue model which we recommended as part of our ELP, and option of bundling services, expanding market by creating a resale market of 2nd hand PCs. After a discussion on the customer part, we talked about how to reach customers. There are two broad ways of doing the network bit. Organic and inorganic. Issues like network sharing, BVNO, cable TV like models for last mile connections were discussed but it was arrived at that scope of doing these was either limited or not possible. Organic was the only possibility of doing this. The retail market is sparse, requires lot of investment, especially in last mile connections. Also some profitable pockets are already occupied by the competition like BSNL, Bharti etc. Given the sparse market, high setup costs and unpredictable returns it doesn’t make sense in entering the market.
Interview Tips
Connect your thoughts with the interviewer.
Round 3

Case Study Interview

Interview Questions
  • Question 1: “Our client is a cement manufacturer and wants to increase profitability per ton. Lets solve the clients problem
Interview Experience
I:Why profitability per ton? Why would CEO bother about profitability per ton. Shouldn’t he be focusing on total profits or share price? R: We are talking about making changes in a year and therefore only profitability per ton can be changed. We cannot do much with quantity itself. I: Right. Could you please tell me where does client manufacture and where does it sell? R: It is a pan India producer with 14-15 plants and sells through out India. I: So how are the customers classified. I would divide them into Retail and Industrial customers. Is that how company does it? R: Yes. Let us focus only on retail clients. Bulk of the business happens through them. I: ok. How do we reach our customers? R: There are distributors who sell it to the customers. I: In terms of geography, are the profits homogenous? R: No. South there is excess supply and up north there is excess deman. I: Ok. Competition? R: 3-4 regional players around every plant and 3-4 other large national players I: How are we doing visavis industry in terms of profits? Any targets in mind? R: We are on par with the industry. Lets aim for 5-10% increase in 1 year. I: Profitability per ton = Unit price – Variable cost – unitized Fixed cost Increasing profitability will mean increasing prices or reducing costs. At this time he led the conversation into increasing price part, although I had written appropriate drivers for cost like DM, DL, Transportation, IM, IL, etc) I: To increase the price: I guess cement is a undifferentiated product and therefore commodity. R: Right. So how can you increase prices? Prices are different in each region. I: Can we look at differentiating the cement (on product dimension) or on relationship dimension and therefore command high prices? R: No. Cannot do that, its commodity. I: I draw 1 plant, some distributors around it and large circles around each distributor. These circles are their markets and each market has different prices) Price is decided by D-S curves. We need to maximize the profit/ton for each region or the following: Max(ΣPi-VCi) (i for all markets) R: Ok so what are the constraints? I: Plant capacity (cannot change this in 1 year), competition, market demand (cannot change that) R: Ok. I: @ Each plant to maximize the profit/ton, I will just sell it to the market with the highest profit. But this will reduce total profits ☺R: Smiles....right! I: So instead of maximizing profit/ton, we must look at cutting out non-profitable markets. That is instead of absolute maximum, just eliminate markets where profits are below acceptable levels. R: Ok. But do we not want to look at what can be done here in low profit markets? I: Right. Take some time Ultimately prices must increase. We cannot change demand. But we can play with our mix in the supply (which is also constant for the next 1 year). I: Draw a 2x2 matrix: Us (strong, weak) vs Competition(Strong, weak) Where we are strong and the competition is weak, we can drive them out easily and play with prices Where we are weak and competition is strong, we either exit or consolidate with other players to drive 3rd player out. Where both are weak, we need to send credible signal to competition to drive them away or collude with them,Then I blabber some stuff on what kind of credible signals can be given to the competition When both are strong, it is pretty straight forward anyways. Then I make a few recommendations on preventing volume/price fluctuation by long term contracts, on vertical integration etc.
Interview Tips
Know the interviewer well and connect with the interviewer well. Ask him about what he did in the case, how he did, etc.
Round 4

Case Study Interview

Interview Questions
  • Question 1: “A cement company looking to reduce costs. How will we do it?”
Interview Experience
I am not describing this case in detail because we simply did some value chain analysis. Nothing right/wrong happened during the interview, barring her 6-8 calls and emails After the interview I was thinking that BCG is a history for me, given the level of disinterest she showed throughout the interview.
Round 5

Case Study Interview

Interview Questions
  • Question 1: “I hope you must have read the news on Tata’s successful foray in to the 1L car. It has been talked about a lot and has got lot of CEOS world wide thinking about it. Now if you are the CEO of Renault what will you do?”
Interview Experience
This was a very opened case. Also I don’t think I really had any idea of what he wanted me to discuss/solve. I tried to scope down the problem.> I: So tata has come up with this 1L car, and as the CEO of ReVA (I was thinking about the battery operated car, popular in Del/Bangalore) what should I do??? (I was like ok....a game theory case!)A: Nope, we are talking about Renault – the European car manufacture. I: Ok. Could you give me a little head’s up on Renault and its operations ? A: It is a Global player, has presence in all the parts of the value chain, makes cars in various segments. (I have just summarized his description) I: Have we started working towards a similar 1L Car? A: Reva has announced working on a $250 car. It has done little R&D and will take 5 years to launch. I: Alright. Tata has created a new market for cars. The CEO of Renault must be thinking about this in two ways – opportunity and threat. And what CEO must act taking in mind short term and long term. Do we consider all the four possibilities? A: Right way of looking at it. Lets look at all the four options. My structure: (I took like a minute for this as I wasn’t sure if that’s what he wanted) Customer Distribution Company Segments -> Distribution capabilities -> Financing, structuring,etc Needs -> Last mile -> R&D Perception -> Suppliers Preferences Capabilities Price Product External factors included: Regulations: Getting licenses, Pollution aspects Competition: A: Jitesh, why don’t you discuss as you come up with your structure. I: A: That’s alright. But this is gonna happen one the R&D of the car is over. Let us say this is long term. Now what can Renault do? I: Ok we can look at ways of speeding up R&D or pairing with others in the market to co-R&D? A: R&D will take 5 years...cannt play with that. I: Tata has created a new market. Let us treat this thing an opportunity first. Now because we can come into the market only after 5 years, we must look at ways of slowing down the growth of the market so that we can tap into this opportunity at the right time. (I drew 2 S curves with different kurtosis.) We can slow the growth by providing them alternate modes of conveyance @ same or less price! A: That’s good. Alright lets see how can we do that! I: .o0(Finally the first step in right direction ☺ ) Ppl generally use the cars to commute. 1L car users are likely to use it for local commuting. If we can provide substitutes to them, it will be good to slow down the market. The modes of public transportation are Buses, Cars, Trains, 2W (in the same price range) A: Good. So? A: Reva is also into 4W (high end buses). I: Right so, if Reva can help local tier 1/2 municipalities/govt. by establishing the public bus transport system, it will do the trick. I am not sure if we can play any role in Rail transports. We can rope in other players too (who are looking to play role in this market, but have capabilities in this area – Rail and 2W). A: What else can be done here? : 2nd hand market? A: Right! I: Some thing along the lines of true value of maruti. We must ease creation of resale markets for cars. A: Why do you think if may work? I: This business is largely unorganized. Price and credibility will come with Renault brand. But Renault is a small player in the Indian market. (Presence wise) so it must rope in other global players along with it. Also, it must look at getting 2nd hand cars from international markets, if the cost works out, coz I am aware that most of the used cars are dumped in the likes of USA. A: The import duties are likely to be very high. I: But as a lobby of the MNCs, both in India and outside, we can influence Govt Decisions. A: Thik hai. What else? I: We have looked at how do we impact their timing. However these kind of steps might be irreversible and therefore CEO must carefully weigh options. The market may permanently shrink by providing them a substitute where in getting out is not possible. (Like public transport service) One needs to be at the right time at right place with right product. We need to look at how can we block their distribution. They already have a right product (given that their production is underway) A: Right. I: I assume that in India they have their own outlets (single brand). Yes. So I am not sure if much can be done on the distribution front. However in the global markets, we need to erect barriers for Tata’s entry. This can be done at two levels. a. Get higher tarrifs/taxes by lobbying in the government. b. We are already large players globally. We need to prevent Tata from entering the market by blocking the distribution networks (They don’t have their own shops, and we can get others to block their alliances) A: Ok. Good so far, what else? I: We checked the time, distribution?...We need to see if we can control their volumes! (Right product to right customers @ right place in right quantity) A: will you do it? I: They are sourcing their raw materials from some global vendor. Renault is a large player and will have larger partners eyeing similar opportunity. We can get together and erect barriers for souring of components/raw materials to Tata. A: Ok. This was the opportunity part, how do we analyze this as threat? I : So Tata has created a new market. The threat are as follows: a. Tata dominates new market 5 years down the line b. Customer from our segment moves into tata’s segment A: What else? I: c. Tata can protect the technology with patents, which hampers our R&D d. Uses its technology to launch high end low cost products in our segments and erode our profits!! (d. was the biggest threat and the answer that he was looking for) .

Skills Tested

  • Case Solving Ability
  • Case Analysis
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BCG team

Debbie Simpson

Past: PricewaterhouseCooperEducation : Duke university; MIT Sloan school of ManagementLocation: Boston

Tom Reichert

Chairman, North America
Past: BT Financial, Dresdner BankEducation : MBA,Indiana University; PhD, University of Bayreuth,GermanyLocation: New York

Arindam Bhattacharya

Senior Partner and Managing Director
Past: A.T.Kearney, Tata Economic Consultancy Service; Eicher GoodearthEducation : B.Tech-IIT Kharagpur; MBA-IIM Ahmedabad; MastersPhD, Warwick UniversityLocation: New Delhi

Rich Lesser

President & CEO
Past: Univ of Michigan,Havard Business School,Procter and GambleEducation : Btech, Univ of Michigan,attended Havard Business SchoolLocation: New York

Ashish Iyer

Global Leader, Strategy Practice
Past: AccentureEducation : B.Sc&M.Sc-London School of EconomicsLocation: Mumbai

Jeremy Barton

General Counsel
Past: Andersen;Ernst&YoungEducation : MBA in law, Cambridge University;Guildhall University Law SchoolLocation: London,UK

Janmejaya Sinha

Chairman-Asia & Pacific
Past: Reserve Bank of India; World BankEducation : BA&MA in history St.Stephens College;BA&MA in economics Clare College;PhD from Princeton; Woodrow Wilson School of Public and International AffairsLocation: Mumbai

BCG office photos

Office photos

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Gurgaon Office Photos

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BCG amusing facts

  1. 1
    BCG has 81 offices in 45 countries
  2. 2
    John Legend used to work for BCG before his music career
  3. 3
    The founders of Bain&Co are BCG alumni.
  4. 4
    "Our offices are based on the site of the old EMI building... where the famous shots of the Beatles were taken for their Greatest Hits albums. credits:

BCG office locations

Mumbai Office
The Boston Consulting group, 14th Floor, Nariman Bhavan 227, Nariman Point, Marine Lines, Vinay K Shah Marg, Nariman Point
Maharashtra 400021
0226749 7000
Gurgaon Office
The Boston Consulting Group, 19th Floor, Tower C, Building No 10, DLF Cyber City, Phase-II
Haryana 122002
0124 459 7000
Chennai office
The Boston Consulting Group (India) Private Limited Suite 85 & 86, Taj Connemara Binny Road Chennai
Tamil Nadu 600 002
044 6600 1680

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