Diamond Management & Technology Consultants

Diamond Management & Technology Consultants Interview Questions and Tips

1

Diamond Management & Technology Consultants N/A interview

, 12.4k views
Rakesh RanjanFresherSelected
Application
I was interviewed on-campus at Indian School of Business (ISB) for N/A role at Diamond Management & Technology Consultants
Interview Process
Case Study Interview Case Study Interview Case Study Interview
Round 1

Case Study Interview

Interview Questions
  • Question 1: PI questions: How has the ISB experience for you been?
  • Question 2: Why Diamond? Why not some other consulting organization?
  • Question 3: Case Study: A big client wants to set up after-sales repair shops/stations in India. Please advise them. (Case Type: Market entry and market estimation)
Interview Experience
In the PI, me and the interviewer had interacted before in the Dconstruct challenge and hence the interview started on that note only. The interviewer was one of the coolest guys to interact with at Diamond. It is very important to establish a good personal connect with him as he also took the interview in a very relaxed way, unlike many recruiters who might want to stress you out, or might act a little too professional.
In the case study, he started off by asking: How much are you aware of Auto after sales repair market in India? I mentioned that my knowledge was very limited on this. To which he said that, “Let’s try and explore it further then”.
I had mentioned in the PI that I liked the work that Diamond is doing in Retail. I guess that sparked off his interest in auto repair services, as many dynamics are similar to a retail business.
I: Thank you for the case, it looks interesting. Before I proceed to analyze the case, let me first lay an overall agenda for the discussion. We will first lay-out an overall structure and try to narrow down the problem into more identifiable sections, and then we will dig deeper into the most relevant of the sections. As and when questions come up, we will discuss them. Towards the end, we will also explore the risks and implementation issues associated with the business.
Interviewer: That sounds like a good plan! Please go ahead.
I: What are the current businesses of the client?
Interviewer: Let’s consider that the client operates similar stations in developing countries and given that India is a huge auto market, he is interested in it
I: Ok. Since he is already in the business, he must have thought of the different services that he seeks to provide through these stations. To my understanding, the following services can be provided:
· Periodic maintenance
· Accidental/Heavy damage repair
· Insurance services
· Components and parts, including tyres etc
Does the client want to pursue these services or he has some other services in mind as well?
Interviewer: I think you have covered the services that he is interested in starting in India. So let’s first see how the market of each of them looks like. (It’s very important to take cues from the tone of the interviewer. It clearly looked that he was not interested in going into the regular market entry structure of market attractiveness, competition, customer analysis, regulations etc...)
I: Another clarification; can you also guide me on the kind of vehicles that his services are targeted at?
Interviewer: That’s a good question. He is primarily looking at Cars.
I: Thanks. So let us first try to calculate market size of each of the businesses. Let’s take periodic maintenance first. For convenience sake, let us take a city, for example Delhi.
Interviewer: Ok. I am more interested in how you handle the problem overall. So let’s start.
I: Thanks. (I first divided the entire population into households, then different income segments, and then taking an average number of cars per income segment I calculated the total number of cars. I also mentioned that I am ignoring rental cars, taxis etc for calculation. I said that these can be taken as a percentage of the overall market. Rajesh was fine with this) Average distance travelled by a car= 40 km/day (ignoring the extra/less kms that the car might be travelling on weekends etc) In a month = 40*30 = 1200 kms I took an assumption that services are required every 5000 kilometers, this gave me the total months after which car required service. Service required: 5000/1200 kms = approx every 4 months However, it’s imperative to understand how many of these cars are new cars, as for the first few thousand kilometers, services are given for free. Then I took an average car market growth figure to estimate the proportion of new cars in the existing stock. Did some calculations there. After all this exercise I had these figures:
· Total number of new cars (which were under free service period) and other cars (which were not in free service period
· Total number of cars divided into: entry level, mid-range, and premium/luxury cars (This was very important as we will very
soon see)
· Average age of older cars (This was important for taking an average value of periodic maintenance) I then took each car segment separately and assigned an average value of maintenance and calculated a value. For example: 500 entry level cars * INR 1500 per visit * 3 visits in a year. Then I mentioned that this is the Total Available Market (TAM) and not the Total Served Market, as many people tend to go to company authorized stations. Rajesh then asked how you would account for this. I mentioned that typically customers base their choice of service stations on three things:
· Cost of service
· Proximity
· Quality
Since our client can provide the right quality and good pan-city/India presence, by keeping cost of service lower to service stations, he can target a big portion of the TAM. Interviewer was happy with this.
Interviewer: I am glad that you covered lot of extraneous factors and variables. Let’s analyse the insurance services and vehicle
damage/repair market.
I: Ok. For vehicle damage market, let’s assume an average accident rate (the figure was immaterial). We will keep the same rate for each of the segment of cars. Overall market for each segment = total no. of cars * accident rate * average amount spent per repair
I: Moving to insurance market. I think we should first try and calculate a blended rate.
Interviewer: That sounds interesting. Please go ahead.
I: Insurance rates for each of the cars will vary according to age and value of the car. Let’s take entry level cars for example.
Average age of the car = 10 years Assuming 60% of the cars are less than 5 years old. (The figure 60% is not important, what was important was that I mentioned that car sales have been picked up a lot in last 5 years and hence proportion of new
cars is higher) Blended rate = 0.6*1500 + 0.4*2200 (1500 = insurance charge for newer cars, 2200 insurance charge for older cars) Total market = blended rate*total number of cars
Interviewer: That’s it. I have no more questions. Do you have any questions for me?
I had done a good amount of research on his profile and work; asked very pointed questions. Also gave some views on his research papers. Had an 8-10 minute discussion on it.
I think that the initial two minutes here helped interviewer visualize that I had understood the problem well and was willing to consider implementation as well. Remember that Diamond focused on implementation! I also took into account a lot of externalities and factors. Took assumptions and guided the entire conversation.
Interview Tips
Always take hints and cues from the interviewer. Sometime, he doesn’t want you to go into standard structures and if you still try and force fit, it might put him off. Treat the case as a discussion; say ‘thanks’, ‘this sounds fine’ etc...
Round 2

Case Study Interview

Interview Questions
  • Question 1: PI questions: Why Diamond? Why should you not join some other consulting organization? You must know all other shortlists; why should we take you and not them?
  • Question 2: Case Question: A street hawker has been selling coconut water in a high-rise residential area for last few months. He has been making good sales and is now thinking of selling fresh juice also. You go over to him one day to have coconut water and he asks you whether he should start selling juices or not? (Case Type: New product launch, and market estimation)
Interview Experience
Had an initial 1 minute chit-chat. I asked him how he was doing, given that he took an early morning flight to Hyderabad. He asked me how it feels to sit on the other side of the table. Interviewer was a no-nonsense guy. He appreciates straight forward answers and likes to explore at least 2-3 alternate solutions to every solution. But overall, an extremely pleasant person to have a good conversation with.
Interviewer: I first want you to calculate how much money is he making right now?
I: Sure. I will make some assumptions and we will walk through the calculations.
Total money made = No of coconut shells sold * price per shell * margins
* factor to account for wastage
Where does he exactly sell it? Near a park or something?
Interviewer: Right. The high-rise has a park where residents go for morning and evening walks. It’s essentially these park going residents who consume the product. Ignore wastage, but good point!
I: Thanks. Since he is happy with the current sales, I am assuming that he is able to sell a full cart by early evening.
Interviewer: Safe assumption!
I: Taking an average length and breadth of a four wheeled cart, approx 150 coconut shells can be accommodated into this. The money that he makes = 150*2*15(average price) * 0.3 (margin) = approx 1350 rupees/day
Interviewer: Okay. Can this estimation be done in some other way?
I: Yes. As of now, we have approached this from a supply side. We can also do demand estimation and then calculate revenues and subsequent profits.
Interviewer: Go ahead.
I: First I will estimate average no of people coming to park in morning and evening and then take a percentage of people buying coconut water and arrive at the total demand in day. Can we assume that the high-rise is in a sub-urban area?
Interviewer: Yes. Which city you want to take? How does it impact your calculations, if any?
I: Let’s take Gurgaon for example. Typically you will find only one park for a big area, as compared to say Delhi, which will have many more parks and more visitors. Also, lifestyles are slightly different. In a satellite town percentage of people working in a family is higher. Also families are smaller.
Interviewer: Ok. So take assumptions and give me a figure.
I: Ok, I will take Gurgaon as an example. Assume that there are 20 highrise buildings per park. High-rise in India is typically of 10-15 floors. On each floor I will assume approx 5 apartments. This gives us 20*10*5 =1000 apartments. In a city like Gurgaon, typical household size is 3 people. This gives us 3000 residents per park. Out of these only wives and children will have time to go to the park every day. Total likely visitors to park are = 1000*0.5 (children) + 1000*0.5 (females) = 1000 visitors. (I also took other assumptions around average age of kids, females etc…) Out of these usually 10% people are likely to take coconut water.
(Mentioned that 10% is an arbitrary figure. We have to consider factors such as people who might consider a street hawker as hygienic enough etc). Calculated average demand and market.
Interviewer: Can you use estimate market for fresh juice in a similar way?
I: Yes. We can take a similar approach of juice consumption by going through a similar exercise, where we calculate population, likely consumption etc.
Interviewer: Do you there is any other way in which a not-so-educated person can estimate market for juices.
I: The best way for him will be to do some simple field research. He can just talk to nearby shop owners and get an idea of litres of juice sold in a month/day. However, if residents usually shop from a supermarket, that’s not in that area, it might become very tough for the hawker.
Interviewer. Ok. Is there any other way in which he would like to estimate the market?
I: I can think of another way. I am assuming that he has been selling coconut water for a few months. In that case, he must have already developed a somewhat loyal customer base of residents who visit him regularly. Based on this, he can take a percentage of his current sales to arrive at a figure.
Interviewer: I want you to estimate how much juice he can sell.
I: Ok. I will estimate the number of standard glasses (200 ml) of juice that he can sell per day and the money he can make out of it. For that let’s divide the entire demand for juices into apple, mixed, oranges, sweet lime. The reason for doing it is rates are usually different for these fruit juices. (I then went ahead and took some assumptions to calculate
juice demand etc)
Interviewer: Ok. Let’s say he wants to open the juice bar, what all costs etc he will incur. What considerations he should make?
I: (Standard framework of costs – capex, opex, maintenance, Sg&A, etc..) additional points: small entrepreneur and hence credit period extended by fruit suppliers might be small, high asset turnover required, etc..
Interviewer: Let’s say you want to give an advice to him in 1 minute whether he should open a juice parlor or not?
I: My advice will be not open a juice parlor in this area. This is because, selling juices is very different from selling coconut water. For example:
· People are very worried about hygiene when it comes to juices, but since coconut water is inside a shell, they are willing to buy it
from road-side as well
· In a high-rise area (with high income people) they will prefer to have a proper place where they can sit and have juice Both these things would mean that he will have to rent a proper place. Now we calculated that he is making approx 40,000/month from coconut water selling. Let’s assume that he can make half of the amount from juice also. So additional profits = 20,000. Additional costs = 20,000 (rent)+ 2 (no of employees) * 3000 + other opex = at least 30,000 Hence the plan doesn’t look viable.
Interviewer: Ok. Thanks. Do you have any questions for me?
I had done a good amount of research on his profile and work; asked very pointed questions. Had a 5-6 minute discussion on it.
I kept on considering alternate ways of arriving at solutions. Did not show any sign of frustration or fatigue. Did not allow to have awkward silences during the conversation.
At times I was not as focused as Interviewer wanted me to; tended to elaborate too much at times.

Interview Tips
Do not get too mired up in standard structures. Create your own small ones during interviews; also practice in a similar way.
Round 3

Case Study Interview

Interview Questions
  • Question 1: PI questions: How has recession affected Evalueserve? (my previous organization)
  • Question 2: What business model changes, if any, have come in the last 3-4 years? In the last one year?
  • Question 3: Case question: A 3 G handset manufacturer wants to enter India. First he wants to understand the market for 3G handsets in India. Help him. (Case Type: New product launch, and market)
Interview Experience
Interviewer: Have you done any cases with previous interviewers which involved numbers?
I: Yes. However, they involved simple calculations and approximations.
Interviewer: So let me ask you another case, which will involve similar calculations. (Then he gave the case question)
I: (Followed the same approach as I did with interviewer in first round, laid out the overall agenda for the discussion) Since 3G is not expected to be launched full-fledged before 2011, I will do all calculations considering that we are doing the case in 2011. ( I was expecting some questions on 3G spectrum allocation after this, but Vinod just nodded, didn’t ask any questions)
Market size can be divided into:
1. Replacement demand (People already owning 3G handsets – some existing smart phones are 3G compatible, such as I phone
3G)
2. New demand (New 3G handset buyers)
Interviewer: Ignore replacement demand
I: Ok, sure. So, total demand for 3G handsets =total number of mobile subscribers in 2011 * percentage adoption of 3G expected mobile penetration in 2011* population
Interviewer: Ok. May be you should take up some numbers and walk through some calculations.
I: (I got the feeling that Vinod wanted me to start taking assumptions and start working around with numbers). Ok. India is divided into 22 telecom circles. Metro cities’ circles are a good start for 3G market size calculations. Lets first take Delhi for example.
Population = 20 mn; penetration = approx 100% Mobile subscribers = 20 mn
(I noticed that he was smiling)
I: Is there something that I am missing here?
Interviewer: I am not sure, do you need any data from me?
I: Well, I will need to arrive at a benchmark ARPU to calculate likely adoption of 3G services. Can you provide me that figure?
Interviewer: How exactly do you intend to use it?
I: Once I have the Benchmark ARPU for 3G users I can calculate the number of current 2G subscribers likely to buy 3G services and hence the handset.
Interviewer: But I don’t have the number.
I: (Tried ways to calculate the benchmark, but could not do it) I think I am stuck here.
Interviewer: Do you think it can be done differently?
I: Yes. I can think of another way. Can we instead use Handset prices as a proxy instead of ARPU?
Interviewer: Go on…
I: If we can estimate the total number of high-end phone users (more than 10k) we can get an estimate of our target market, and then we can use percentage adoption figures (derived from 3G introduction in other similar
markets) to arrive at a figure.
Interviewer: Go on..
I: So first divide entire Delhi mobile phone market into three segments
1. Entry level
2. Mid range
3. Premium – This is target market to start with
Then we can use some models such as Bass diffusion model to understand adoption of 3G handsets by comparing it with similar markets.
Interviewer: (Interrupting in between) That’s it. I have no more questions; do you have any questions for me?
I asked some questions on PE practice in Europe. Upcoming insurance practice in India. Interviewer had worked for an NGO promoting children student exchange; I had similar interests. We discussed it at length. Approx 7-8 minutes.
I was willing to accept mistakes/stuck-up situations. Researched a lot on his interests/activities/experience. We had a really good last 7-8 minutes of the interview. Was also able to come-up with alternate solutions and use MBA concepts (Bass model) to solve the case.
The initial hypothesis of ARPU benchmarking. I did not foresee the entire structure before hand and was hurrying in to the solution
Interview Tips
Don’t exhaust yourself mentally in the interview. Be cool and relaxed, otherwise alternate solutions might never come out.
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2

Diamond Management & Technology Consultants N/A interview

, 8.4k views
Vivek AroraFresherSelected
Application
I was interviewed on-campus at Indian School of Business (ISB) for N/A role at Diamond Management & Technology Consultants
Interview Process
Case Study Interview Case Study Interview personal interview
Round 1

Case Study Interview

Interview Questions
  • Question 1: Case question: Evaluating feasibility of a housing construction project by analyzing costs, revenue, break even stats and profitability. (Case Type: Cost/Revenue/Profitability)
Interview Experience
The client is real estate construction company. They are evaluating a project to build 10 housing towers. Each tower would have 30 flats each thus a total of 300 flats are planned to be built. We need to advise the client whether to go ahead with the project or drop it. The initial dose of numbers indicated that it would be number-heavy case. I asked a few start-up questions like, where is the project being proposed as it may have an impact. Also, what was the time frame to be considered- project initiation and construction time. He asked why this was important and I talked about the current real estate scenario and likelihood of improvement in the years to come. He was happy and said the project is being planned to be implemented in 2010 and told me to assume 1 yr as the time of construction. I said the objective of any project is to make money (i.e. positive NPV) and thus we need to evaluate the cash outflows (costs) and inflows (revenue) involved. He agreed. Started off with costs and within those the CAPEX Costs. He said he had some nos. to share. I don’t remember the exact figures but the cost heads were:
• Construction Cost: Rs/sq. ft
• Furnishing and Fittings Cost: Rs/sq.ft
• Other Electrical/Mechanical/Plumbing Costs: Rs/sq.ft
• Landscaping Costs: Rs/sq.ft
Then on asking, he gave the Area (sq.ft) of each flat. As I had experience in construction projects, I asked him the split up of the compound into the built-up area and landscaping area. Told him the local laws need you to leave out 30-50% area as un-built which required landscaping. He appreciated the point and asked me to consider all the figures as weighted average nos. So, could calculate the total capex = sum of all costs/sq. ft * area per flat * no. of flats(300).
Then enquired about the maintenance/operating expenditures. He gave similar figures. Coming to the revenue side, asked him about the various revenue streams. He confirmed that revenue would only be from the sale of houses. He shared the most likely price per flat (or per sq.ft). Here, I talked about the time stream of cash flows. Asked him whether 100%
sale of flats would happen during the year of construction. He asked me what I thought. Told him that in the present scenario, this seemed very ambitious. He asked me to make assumptions. I assumed 50% in Yr 1 (Yr 0 being the construction), 30% in Yr 2 and 20% in Yr 3. He agreed. Some other assumptions that we agreed upon were: prices to remain constant during the 3 years and only 1 down payment on handing over of apartment. Made the cash-flow stream. Assumed some discount return and calculated NPV which was highly positive. Then I talked about other concerns which might be important in evaluating the project such as:
market demand forecast, sourcing of capital, target rate of return etc. To wrap up, asked him some questions in his area of work: media & entertainment and telecom.
Handled the nos. quite well. Figured out that the case was going to be number heavy so did the calculations very cautiously. As it turned out, there wasn’t anything else in the case. Also, I could ask many insightful questions related to housing
construction, which although I was asked to ignore but impressed him.
Was one of the earliest interviews in the day. So wasn’t well warmed up with the Work-Ex related questions. Got better as the day progressed.
Interview Tips
Be well versed with the strongest point on your CV. I thought mine was my Wok-ex and was thorough with it. As it turned out, all my interviews revolved around that. So amidst revising core terms, electives etc, don’t leave this out. Practice no. heavy cases. These one are conceptually very easy. Just need to manage nos. well.
Round 2

Case Study Interview

Interview Questions
  • Question 1: Case question: Determine the market potential for a one stop shop automobile services retail outlet(Case Type: Market Entry)
Interview Experience
Interviewer was a very warm and cordial person. Somehow we got along really well right from the start. Commented on the location of the room and we chatted on that for some time. He said he was very impressed with the CV and again discussed similar questions on work-ex. Asked general stuff on where else I have been interviewing etc.
Interviewer said that one of his friends had returned from abroad and was considering the concept of opening a retail store for automobile services from where he would like to address all the issues/services associated with automobiles. He asked me put myself in the shoes of a Diamond Partner and help him evaluate the opportunity in India. He then quickly corrected him and said “Not a Partner, as an Associate”. I asked him why the change and we had a good laugh about it I asked him a few clarificatory questions on the concept as it seemed new. He explained that once a new automobile is bought, the client wanted to address all the service needs that a vehicle customer would have. I asked him what vehicles we are talking about. He confirmed only light motor vehicles (LMVs) used for personal use. I asked him if he also wanted to deal in the sale of vehicles to which he said no. I suggested that we first clearly define the scope of services he wanted to provide and then consider each one of them one by one for business
opportunity. He agreed and I asked him for a minute to structure my thoughts. I started thinking what I would need once I buy a car. Thinking on those lines, I came up with the following sequential order. Insurance > Accessories > Planned Maintenance/Servicing > Unplanned Maintenance/Servicing (further split into Major Accident related and small repairs/spare part replacement) > Car re-sale Asked him if this is what the client is looking at. He said Yes. Then I said we good go in the sequential order and evaluate the business opportunity in each area. He offered me to pick up any one area and define the roadmap to analyze the opportunity there. I realized the key to doing well was to choose the most convenient area. I asked him for a minute and chose Planned Maintenance as there wouldn’t be many idiosyncrasies there are I could flaunt some of my knowledge of the automobile industry that I had picked up from the sector summaries . Firstly, I clarified that along with the car purchase, there is an OEM prescribed maintenance/servicing schedule based on the no. of Kilometers run, which I am referring to as Planned Maintenance. The schedule also lists the parts to be serviced and sub-assemblies to be replaced. He agreed. I sought his approval on taking 5 years as the average life-time of a vehicle. He agreed. I asked him if the client is open to servicing all cars of all makes. He said yes. Then I said that as Maruti, Tata Motors and Hyundai combined hold almost 75% of the automobile industry and also their data/figures are easy to locate, we could analyze them and extrapolate the nos. to the remaining 25%. This was additional knowledge which was appreciated. Then I suggested that in the interest of time, he shall take up Maruti (~50%of the industry) and follow similar approach to other makes. He can easily get the sales figures of Maruti for the last 5 years. Although his can be further split into multiple models that have different servicing requirements/bill of materials but for simplicity we shall assume one
typical model. He agreed.We could then assume the Kms run per month for the car. He said how we could do that. I gave a couple of examples from personal experience and we agreed on 1000 km/month on average although it was prone of
high SD. Thus, we could calculate the Kms run for all the Maruti Cars on road. He could then classify then into various Ranges/Categories. Then for each category, we ascertain the remaining service requirements in their left-over lifetime. As details of Planned Maintenance are available, we could fund out the sourcing requirements, costs involved, possible
revenues and thus profitability. I thought it got a bit complicated in the end but Rajesh seemed quite
happy. I knew we had worked a lot in Retail. I told him about my ELP and asked him what he thought was the future of organized retail in India. Had a discussion for 5 minutes. I could share some example from
the ELP that were in-line with his opinion.
The much abused ‘CONNECT’ was very good. The mood of the interview was light throughout. This gave me the opportunity to take the case where I wanted it to go.
Nothing at all went wrong. Yes the approach to determine Market Potential could have been more streamlined but was able to put-forth my view point very convincingly.

Interview Tips
Need not be extra formal in all interviews. Take a couple of minutes to get a feel of the mood/attitude of interviewer and then carry on from there. Once you start off on an approach, then build on rather than going back to an alternate approach (unless you realize that your approach was hopeless). Interviewer is interested in the clarity of your thought and confidence.
Round 3

personal interview

Interview Experience
Before I entered the interview, I was told that they wanted to make an offer. the MD, being the senior most member of the team just wanted to have a chat with me. As I was caught up in interviews with other firms, he had to wait for along time before I could come to meet him. So the interview started off with discussion on my status with the other firms. He then asked me where did Diamond lie on my priority list and why did I want to join Diamond. I told there were 3 reasons (1) Profession: The 4 sectors in which Diamond specialized matched with my favorite sectors. Some discussion on this. (2) People and Culture: Told him how much I had
heard about him and other partners from seniors and his personal achievements. Also, how good my interactions had been with the interviewers and the way they had accommodated my schedule on that
day. (3) Future Prospects in India: Talked about an interview of the Diamond global head that I had read a few days back and his plans about growth in India. Being a part of the growth story would be very appealing. Some talks on being Ok with the locations of work and the travel requirements.
What helped me most was my knowledge of the company, its work domain and the people. For a small company like Diamond, this was very important. This last interview was all about this.
Nothing that was in my control went wrong. As soon as the conversation ended, I was called out for interview with another firm so could not wrap up the discussion with some questions from him.

Interview Tips
Do read up well about each firm and the interview panel that is visiting the campus. These go a long way in signaling your interest in the company.
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3

Diamond Management & Technology Consultants Associate consultant interview

, 7k views
Shrey MalpaniFresherSelected
Application
I was interviewed on-campus at IIT Delhi for Associate consultant role at Diamond Management & Technology Consultants
Interview Process
Resume Shortlist Case Study Interview Case Study Interview
Round 1

Resume Shortlist

Interview Experience
My resume had a bit of everything with excellence in management skills. My academics were stronger than extra curriculars and I had a reputed internship in the list.
Interview Tips
Let your resume reflect your true self. Be precise and ensure that each achievement brings out a unique quality. In the language of most people, you need to have one spike and be good in 2 more sections of the resume
Round 2

Case Study Interview

Interview Questions
  • Question 1: A case on an orthodox african country who are suffering from an epidemic and the US Health Department wants to invest in building toilets there. I was asked to find out whether they should go for it and if yes, then what should be the size of the investment?
Interview Experience
Probably the best case that I ever solved in terms of my performance. I started with some questions to gather more background information about the problem at hand like the geography of the place, the nature of diseases, other issues and assumptions by the US Health Department etc. and gathered some data related to the issue. Based on the data and some minor analysis I could say that the decision being made by the Health Department is wrong. The interviewer was very supportive and kept guiding me throughout my thinking process
Interview Tips
1. Start with an intent to gain complete information about the problem and your background questions should not reflect your intent to jump to the solution of the problem. Your aim is to get all the information you might need.
2. If at any moment you need to reconsider any assumption that you have made, feel free to do that and take a step back. Don't make assumptions without consulting with the interviewer in the first place.
3. Think out loud, the interviewer should no the reason behind each and every step that you take. It would turn out to your benefit for sure.
4. Do not accept whatever the interviewer says. Gather enough information or data to corroborate that.
5. Having a perfect framework is a myth. Your frameworks might fail completely in some interviews. So be prepared to be instinctive and don't just stick to your frameworks.
Round 3

Case Study Interview

Interview Questions
  • Question 1: Since my internship was at ITC, the interviewer asked me to evaluate whether the ban on sale of single cigarettes could be an opportunity for ITC in some manner?
Interview Experience
This was a very unusual case interview. Having heard to the question I was convinced that I don,t need any framework for this and decided to keep the pen and paper aside (a risky move that I would advice not be followed by anyone). I had almost 20 mins. of discussion with the interviewer with ideas flowing from both sides of the table and I could feel it 10 mins. into the interview that I am doing a good job and will be selected without having to go for any further round(s).
Interview Tips
1. Be prepared for some out of the box cases. This was something like an HR-cum-case interview within the case that was asked.
2. Always be prepared with some HR questions as they will be a part of every interview in consulting companies. There is no separate HR round.
3. Try to judge from the interviewer's reactions and facial expressions what he might be thinking or what makes him happy. This might be difficult to do but it worked for me in this case and I cracked a few jokes along with the interviewer on smoking and college students.
4. Believe in yourself. I walked in with the belief that this is the firm that I am going to and came out with an offer. You have to stay composed on that day, then and only then will you be able to ace the interview that you want.
Skills

Skills Tested

  • Analytical Skills
  • Logical Approach
  • Organisational Skills
  • Communication
  • presentation skills
Skill Tips
Not everyone might look for all of these but you need to inculcate these skills in yourself to become a good consultant and to ensure that you can ace each and everything that the interviewer might be looking for.
Resources

Preparation materials

Books
  • How To Ace the Brain Teaser Interview,
  • Case In Point,
  • Wharton Case Book,
General Tips
Prepare in groups to make sure that you have experienced the interview-like environment many times before. Make sure that your job group is not larger than 4 people and includes people whom you dont know very well so that you can have a bit of formal interaction with them and you wont know what the person is like (an element that will be there in your interviews). At the same time, form the group with people having similar backgrounds and accomplishments as you have.
Motivation for applying
One of the biggest factors was Diamond being a subsidiary of Pricewaterhouse Coopers. The work environment in the company is very supportive and exciting and the possibility of learning seemed to be the most from this company. This is the most important aspect for me at the beginning of my career.
Funny Moments
Well the funniest part is the post offer dinner with the company, when one of my interviews says that "this guy was amazing, we had a chat for 20 mins. and he didn't use his pen a single time." Cracking jokes about each other and getting to know the secrets of people at your workplace, its all fun at the dinner.
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4

Diamond Management & Technology Consultants Associate interview

, 2.5k views
Pradyot Anand ExperiencedSelected
Application
I Applied for job through Walk-in for Associate role at Diamond Management & Technology Consultants
Interview Process
HR Interview Case Study Interview Case Study Interview Case Study Interview
Round 1

HR Interview

Interview Questions
  • Question 1: Why consulting?
  • Question 2: Why ISB?
  • Question 3: Learnings at ISB
Round 2

Case Study Interview

Interview Questions
  • Question 1: Retail mall whose # of customers is on decline
Interview Experience
Client is a retail mall that owns the hypermarket based across floors 1,2 of a 3 floor mall. ground floor has branded outlets (Levis, Nike etc) and 3rdfloor is a food court. Observation is that the number of footfalls into the mall has been decreasing but the footfalls into the hypermarket has been declining. Why? Hypermarket had grocery section and non-grocery section (incl. apparel, kitchen appliances etc). Basically, it was that the hypermarket was stocking non-brand or pvt label brands of non-groceries and that the profile of the customer who came to the mall was that s/he was brand conscious and doing most of the purchases in the ground floor and then coming up to buy groceries if required. Also, people go to malls for the experience and grocery shopping didn’t exactly qualify as an “experience” and many people would prefer to use the local store.
Approached the case from a 3Cs perspective. Laid out a broad pattern of approach and evaluated each issue systematically.
Interview Tips
Keep a cool head, and overall approach to problem is key to solving.
Round 3

Case Study Interview

Interview Questions
  • Question 1: Pharma company whose sales have stagnated.
Interview Experience
Client is a pharma bulk drug manufacturer whose drug is used in manuf of many OTC drugs. Sales have stagnated. What is the next course of action? Through questioning, figured that the domestic sales had stagnated. There was an export market which was profitable, but the company hadn’t ventured into this since it was running at full capacity. Then explored capacity expansion options. Understood that the bulk drug had 2 basic raw materials – X and Y. X was procured externally whereas Y was produced internally using same equipment as for bulk drug. Suggested that Y could also be procured. Quickly identified it as an operations issue rather than a marketing issue as it appeared at first sight. Overall framework for solving was appreciated by the interviewer. Interviewer also gave me a lot of cost related data that was irrelevant to the case but I did not get muddled up and use it by trying to force fit it into my case analysis.
Interview Tips
Keep a calm composure, even if things don’t go perfectly.
Round 4

Case Study Interview

Interview Questions
  • Question 1: Newspapers required in Mumbai airport
Interview Experience
How many free newspaper copies are required at Mumbai airport per day? The newspapers are distributed free for publicity purposes.
Initially, split the problem too finely. Eg: I wanted to bucket the number of hours the airport is open into heavy – medium – light rush hours to estimate people, whereas he was just looking for me to use an average number. Latched onto his hints quickly enough though.
Interview Tips
experience Once again - Keep a calm composure, even if things don’t go perfectly. PI prep really helps
Skills

Skills Tested

  • Ability To Cope Up With Stress
  • Case Solving Ability
  • Case Analysis
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5

Diamond Management & Technology Consultants Consultant interview

, 2.5k views
Gurtej SinghExperiencedSelected
Application
I Applied for job through Personal Contacts for Consultant role at Diamond Management & Technology Consultants
Interview Process
HR Interview Case Study Interview
Round 1

HR Interview

Interview Questions
  • Question 1: Why Diamond Consulting?
  • Question 2: Future Goals
  • Question 3: Are you comfortable moving to Bangalore
Round 2

Case Study Interview

Interview Questions
  • Question 1: An Indian pharmaceutical company wants to start its operation in US. What are some of the entry criteria you would look at? Second part of the case was -They want to decide upon whether they should outsource the logistic ( warehouse and transport) or should they build their own facility/ transpor
Interview Experience
Q. Scope your questions around what are the objectives of entry, how is theUS pharmaceutical market for your drug, are there any other competitors, any barriers to entry related to regulation/ FDA, expected sales, etc?Company has got an approval to sell the drug in US. The market is growing. There are not any major competitors and the interviewer gave me some expected sales.Q. What are the investment costs if they build their own facility v/s the costs of outsourcing the logistics to a third party.The interviewer gave the cost numbers related to all the cost heads
Interview Tips
Candidate should start with the basic approach for a market entry case -1. Objectives for entry -In this case it was to be break even within 5 years.2. Competition -Not much3. Regulation/ Barriers to entry -None, already got the approval from FDA4. Manufacturing in US or India -India, only the logistics part would be handled in US.Based on the response to above questions, the candidate should lay down whether the entry is a good option or not. In this case, it was a good option. In this case, success criteria were to break even in 5 years. So next step would be to lay down the different cost heads and recommend which approach is better -outsourcing or building your own facility.Candidate should now focus on asking the numbers for different cost heads. Outsourcing-It had a fixed payment of some X$ per year for the given market demand. If the sales exceed the demand by 10% then there were some additional costs related to every 10% increase of sales. The interviewer specified that for the time being assume that the demand forecast is very accurate and the demand won't exceed by more than 10% of the forecast.Building your own facility-1. Costs related to warehouse2. Costs related to the workers in the ware house3. Sales force cost4. Transportation cost The interviewer gave the numbers for all the above cost heads. After this point it was a simple maths to come up with the breakeven period and recommend which approach would be better.Then the interviewer asked about if there are any risks associated with the calculations. The major risk was the demand forecast error. If the forecast was wrong then the breakeven analysis would change completely and may result in a wrong recommendation
Skills

Skills Tested

  • Case Solving Ability
Skill Tips
As you can see the case isn’t much hard. The focus is more on structured approach and the way you are involving the interviewer.The case was quite intensive on the numbers, so don't screw up the numbers. The calculations were simple but involved a lot of numbers.
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6

Diamond Management & Technology Consultants Associate interview

, 4.8k views
AnonymousFresherSelected
Application
I was interviewed on-campus for Associate role at Diamond Management & Technology Consultants
Interview Process
HR Interview Technical Interview
Round 1

HR Interview

Interview Experience
My interview with Diamond was scheduled right at 6 o clock. The first interview began with basic questions like summarize your resume and tell one thing that is not on your resume. Then followed by a couple HR questions of Why analytics? Why Diamond? Soon the interviewer started with a case, slightly unconventional but a short one and I was able to quickly get to the problem and solve it. End of the interview. I was disappointed with this interview because I did not answer the HR questions as I had prepared them. Other than the case, I felt I could have done much better.
Round 2

Technical Interview

Interview Experience
2nd interview with Diamond was a bit more technical and interesting than the first. After the common questions, the interviewer asked questions which were case based but involved some concepts of probability and statistics, inventory management and profit maximization. Instead of an open ended case it was more of a conversation; he was giving one piece of data/info and posing one question at every step. Though I did not get the exact answer to most, I had a good feeling about this interview as I was continuously able to take the case forward with one or the other suggestion.
Skills

Skills Tested

    Resources

    Preparation materials

    Books
    • Case in Point,
    General Tips
    Do’s :<br />
    1. Be sincere about placement preparation from the beginning of the semester, if possible from summers itself. <br />
    2. Think honestly about your interests, analyse your profile, analyse your strengths and weaknesses and then target the sector/companies that fit with all these factors and thus prepare accordingly.<br />
    3. Be consistent with your answers throughout, this can be ensured by good preparation. Put enough thoughts into HR preparation.<br />
    4. In GD, try to jot down as many points in the 2 min thinking time, keep listening to people (will help you to respond and might give you new points to say), try to speak at least a couple of times but with meaningful, comprehensive points.<br />
    5. Take as much sleep as possible on the day before interview.<br />
    6. During the interview, be confident and positive (most most important factor) because sometimes, irrespective of the preparation, what you need most is thinking on the spot which you will be unable to do if you are nervous.<br />
    <br />
    Don’ts :<br />
    1. Don’t argue and try to hog other people, speak confidently but not aggressively in any GD.<br />
    2. Don’t give up and jump to saying you don’t know anything if you do not know/remember the answer to an interview question, think for some seconds and try to put forth whatever you can about or around the question. Might not be the exact answer but is better than not speaking at all or saying no upfront.<br />
    3. Don’t try to portray yourself as someone you are not. Being diplomatic is required in such interviews, but the difference in your answers and the what you actually are should not be such that it leads to contradictory answers in the interview.<br />
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    7

    Diamond Management & Technology Consultants Analyst accelerator interview

    , 4.2k views
    AnonymousFresherSelected
    Application
    I was interviewed on-campus for Analyst accelerator role at Diamond Management & Technology Consultants
    Interview Process
    Resume Shortlist interview 1 interview 2 interview 3
    Round 1

    Resume Shortlist

    Interview Experience
    Consulting – they prefer co-curricular
    Analytics – they prefer data science and projects showing machine learning + PORs
    Round 2

    interview 1

    Interview Experience
    They asked people about resume and talked about projects done, in my case ask me about my machine learning internship and give me a case to solve using predictive analytics. Discussed about SVM, logistic regression, OLSR, PCA. Interviewer got very impressed by my good knowledge of these things.
    Round 3

    interview 2

    Interview Experience
    They asked about few question on ML again related to discussion in previous interview. And they give me 6-7 puzzles ( one guess estimate , two algorithmic, two probability and rest strategic puzzles). I did 5/6 puzzles and gave them even more than one solution for few of them. I even did some puzzles using logical arguments without using pen( this impressed them very much).
    Round 4

    interview 3

    Interview Experience
    They asked some basic HR questions, then they explained me growth path, and about company’s work culture. At this time I was very sure that I was gonna get offer. One more point, they schedule interview according to your previous interview performance they scheduled my 2nd interview after 0.5 hour from 1st and 3rd immediately after second interview while for other they took even 1-2 hours between 2 interviews.
    Skills

    Skills Tested

      Resources

      Preparation materials

      Books
      • Dice 1 by Methew M Conroy,
      • IMO papers ,
      General Tips
      Do not blindly apply to every company. Have your preference and focus your preparation accordingly. Please do not follow the blind race. Prepare well and you will get a job.
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      Diamond Management & Technology Consultants Associate profile interview questions

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