Indian School of Business (ISB), Hyderabad
Hyderabad, Telangana
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Filter interviews byIndian School of Business (ISB), Hyderabad Placement Interview Questions
Updated
22 Sep 2024
24 interviews found
I applied via Walk-in
1 Interview Round
Interview Questions
- Q1. A real estate developer is trying to evaluate a project to construct an environment friendly building and he wants to seek your opinion of whether to take the p...read more
- Q2. Our client is an auto manufacture and is looking for entering into car financing option. We need to help our client with first whether he should enter into this...read more
Interview Preparation Tips
Round: Case Study Interview
Experience: Basic clarification: How are environment friendly building different from normal construction. Basically all the raw materials used to construct will have lesser footprint. These raw materials are readily available at slightly higher price and hence there is no issue with them.What are the objectives of the client from this project? He said what do you think? I mentioned the impacts of such projects are both financial as well as from strategic. I took some time and laid down the following structure Financial: Compared the NPV of this project with the regular project Laid down the entire cash flow statement from boththe projects. Strategic Measure: Impact on brand of the client, impact on the customer base that the client will attract, extension of this environment friendly project to other parts of client’s business, kind of government support that client can gather. Risk associated with this project Once I discussed this structure with Sachin, he started giving me some numbers to calculate the NPV of both the projects (Sorry I do not remember numbers but cash flows from environment friendly building were coming better). I calculated the cash flow for both the projects. Then I told Sachin that cost of capital for both these projects would be different. He mentioned it is true and then we had a long discussion on why environmental building will be more risky. He said right now we might not be able to estimate the risks, so in absence of risk how can we find if we can take the project or not. During our discussion on the risk involved with the project, we found various components of risk. I mentioned we can take base case of normal projects for all those components (basically calculate sensitivity of cash flows on project specific risk) and we did that and found that still environmental project was better. Then we had discussion on the strategic implication of these projects, primarily the one which I had already listed on my initial structure.
Round: Case Study Interview
Experience: This interview had some graphs, I might not be able to reproduce them. But will try my best to give inferences of those graphs. Felix started with showing me the value chain of entire automobile industry. And told in which part of the value chain our client operates: R&D, Manufacturing, After sales.. Client was not in Dealers, insurance and car financing. He asked me to calculate the potential car financing market. I told him we will first calculate the total cars that are needed by US markets and then find out average price of cars sold in US and then see what percentage of people take car financing and also up to what percentage of total car price. He was happy that I mentioned percentage part as most of the times customers make certain payments from their savings. We followed standard method of calculating number of cars, started with number of households and then dissected it across income group which can afford cars. He told me that approximately 90% household in US can afford cars and on average there are 2 cars per households. We came up with some number, but I told him that this number is the stock of car in US. Annual sale of new cars would be dependent on average life of the car and percentage of old car market in US. He asked me to ignore old car market, and told average age of a car is 12 years. He gave me some numbers of the price of the car and % upfront payment. I mentioned that this is the total size of the car financing market, but actual profit that our client will make from this business is dependent on clients market share and the spread of the loans (mainly his cost of borrowing and his rate of borrowing). This was the point where he mentioned I am doing extremely well with numbers, now lets move on to the strategy part. He showed me few graphs which compared the spread of our clients car financing and spread of other loans available in market ( house loans and others.. I am currently forgetting rest). But the spread of car financing was about 0.2% and total profit that the client will make per by using car financing was somewhere around 38$ per car. I mentioned to Felix that this on the face of this looks very small profit, but car financing business can help us in acquiring new customers and the client can make money through that. Then based on the graphs and the discussion till now, he asked me to make 3 recommendations. I told him a) Client can get into joint venture with some banks and decrease its cost of borrowing as banks balance sheet might be stronger than our client. b) Cross sell various other loans like house loans c) I am forgetting third one. Then Felix clicked next on his power point presentation and showed these were the exact recommendations he made to his client. Then we again chatted for sometime about his experience with India and then he mentioned to me that I have cracked the case, he just need to check with my previous interviewer.
Tips: Make sure interview flow like a logical discussion, and try to interact with the partners when they come to campus. Familiarity with the interviewer helps a lot.
Skills: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
Experience: Basic clarification: How are environment friendly building different from normal construction. Basically all the raw materials used to construct will have lesser footprint. These raw materials are readily available at slightly higher price and hence there is no issue with them.What are the objectives of the client from this project? He said what do you think? I mentioned the impacts of such projects are both financial as well as from strategic. I took some time and laid down the following structure Financial: Compared the NPV of this project with the regular project Laid down the entire cash flow statement from boththe projects. Strategic Measure: Impact on brand of the client, impact on the customer base that the client will attract, extension of this environment friendly project to other parts of client’s business, kind of government support that client can gather. Risk associated with this project Once I discussed this structure with Sachin, he started giving me some numbers to calculate the NPV of both the projects (Sorry I do not remember numbers but cash flows from environment friendly building were coming better). I calculated the cash flow for both the projects. Then I told Sachin that cost of capital for both these projects would be different. He mentioned it is true and then we had a long discussion on why environmental building will be more risky. He said right now we might not be able to estimate the risks, so in absence of risk how can we find if we can take the project or not. During our discussion on the risk involved with the project, we found various components of risk. I mentioned we can take base case of normal projects for all those components (basically calculate sensitivity of cash flows on project specific risk) and we did that and found that still environmental project was better. Then we had discussion on the strategic implication of these projects, primarily the one which I had already listed on my initial structure.
Round: Case Study Interview
Experience: This interview had some graphs, I might not be able to reproduce them. But will try my best to give inferences of those graphs. Felix started with showing me the value chain of entire automobile industry. And told in which part of the value chain our client operates: R&D, Manufacturing, After sales.. Client was not in Dealers, insurance and car financing. He asked me to calculate the potential car financing market. I told him we will first calculate the total cars that are needed by US markets and then find out average price of cars sold in US and then see what percentage of people take car financing and also up to what percentage of total car price. He was happy that I mentioned percentage part as most of the times customers make certain payments from their savings. We followed standard method of calculating number of cars, started with number of households and then dissected it across income group which can afford cars. He told me that approximately 90% household in US can afford cars and on average there are 2 cars per households. We came up with some number, but I told him that this number is the stock of car in US. Annual sale of new cars would be dependent on average life of the car and percentage of old car market in US. He asked me to ignore old car market, and told average age of a car is 12 years. He gave me some numbers of the price of the car and % upfront payment. I mentioned that this is the total size of the car financing market, but actual profit that our client will make from this business is dependent on clients market share and the spread of the loans (mainly his cost of borrowing and his rate of borrowing). This was the point where he mentioned I am doing extremely well with numbers, now lets move on to the strategy part. He showed me few graphs which compared the spread of our clients car financing and spread of other loans available in market ( house loans and others.. I am currently forgetting rest). But the spread of car financing was about 0.2% and total profit that the client will make per by using car financing was somewhere around 38$ per car. I mentioned to Felix that this on the face of this looks very small profit, but car financing business can help us in acquiring new customers and the client can make money through that. Then based on the graphs and the discussion till now, he asked me to make 3 recommendations. I told him a) Client can get into joint venture with some banks and decrease its cost of borrowing as banks balance sheet might be stronger than our client. b) Cross sell various other loans like house loans c) I am forgetting third one. Then Felix clicked next on his power point presentation and showed these were the exact recommendations he made to his client. Then we again chatted for sometime about his experience with India and then he mentioned to me that I have cracked the case, he just need to check with my previous interviewer.
Tips: Make sure interview flow like a logical discussion, and try to interact with the partners when they come to campus. Familiarity with the interviewer helps a lot.
Skills: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Walk-in
3 Interview Rounds
Interview Preparation Tips
Round: Case Study Interview
Experience: I asked him about the product X? and how important it is for the telecom service providers? is it a big part of their costs ? – he said some arbit stuff – this was a hint that it was a bigger overall strategy case and not into details – so I defined the case as – the CEO wants to know, what to do to increase the profits both in short and long term – he said yes - I immediately moved to the standard profit loss framework and started looking at revenue first - he said OK – I said profit = Price* Quantity and went to pricing... he had said that the telecom service providers were not very sensitive to pricing in the business.. so I dint come to reducing the pricing... I asked about the competitive landscape – our client is 35% business... it went on and on an on ..... could not reach anywhere.. so we went to costs... discussed everything.. excess capacity.. joint ventures.. MnA,..still nothing..so he said.(the discussion was a very intelligent substance discussion.. not general profit loss cases.). – we had a great discussion on both prices and quantity,, why don’t u see decreasing the price – I said.. “ooooooo I thot of it, but then u said that the players are insensitive to price “ - he said “ they WERE, the whole industry as I told u is seeing some problems” – PICK UP THE HINTS... -- once he said this I went to the cost structure of the firm again – I said that our client can play price war only if a) his variable costs are lower than competitors variable costs and he is playing on high investment low variable cost model (reliance model) – he said YES it is exactly this way – I said OK , then let him price X above his variable cost but below the others variable costs and drive the competition away. – I also said, to speeden this up he should in fact price it lower than his variable costs also (extremely low and he can afford it because he has cash with him as he has been on 40% profits for the last 4 – 5 years.. so there should not be an issue on the working capital side – he sair “great” .. he wanted to stop and asked me to summarize the case.. – I summarized the case, and also gave some more ideas like .. seeing the cost and benefit of doing away with excess capacity rite now and adding again when the market is doing good, buying high fixed cost players in the sector.. etcc etc.. a lot more.. – he patiently listened to everything Then he asked me if I had anything to ask him? I asked similar question as I asked in Mck – “ has India become a net contributor to the knowledge base..- he told me about low cost Indian manufacturing.. I said cool... and he said super cool!
Tips: a) work on your resume b) Make the resume in such a way that irrespective of whatever – the you are able to guide the interviewer to THE thing you want to talk about – link all answers to that DO NOT OVERPREPARE – DON’T LOOSE YOUR NATURAL SELF
Round: Case Study Interview
Experience: Upfront questions – where in the value chain? – ans.. they make towers and maintain them .. and into providing services too.—so I asked details on the portfolio of services and portfolio of work of tower etc. – he gave me everything including margins.. so margins in tower making etc were low – I asked him if he is sure that its not just an accounting issue.—he appreciated the point and said .. no, they do ABC and might be small accounting issues but not really one—I said ok.. and moved on to profitability framework .. revenue – costs --- so I said we will look at the tower making etc.. (pareto) – he said perfect.. – went to revenue... he hinted therez nothing there , I said great! Jumped to costs (didn’t waste time at all) - asked him costs heads .. he gave the following .. – a) Tower making, b) people c) administration (I don’t remember the terminology correctly but the remember the discussion) Discussion on tower making – I said “ so Navneet, what does it include” – he said making and servicing and maintaining and some back office work – so I said following can be wrong (BE CREATIVE, I started throwing solutions/ideas) (i) are the people skilled? Know how much material are they using (extra material = extra cost) (ii) is the quality of material too high (more than required quality increases the costs) (iii) is there rework happening? – are people good?(iv) What kind of designs are there – he said there are various different types of designs – I asked why? – he said no one knows – I said .. are they required? – he said , no – I said then standardize the design! He looked happy – so I started throwing more ! – he said no, lets move on to other ones Discussion on people – people cost = wage * numbera) are outsourced people expensive – yes they are – are they doing some specialized job? – not really, they can be replaced – then replace them b) can we multiskill people – yeah we can – then do that! c) Can we move our service centers to low cost destinations – yes we can d) Can we reallocate people to reduce number of people – yes we can – but can we fire them? – are they unionized? – yes they are and he appreciated the point that I touched upon the fact that the unions are tough to handle ( learning : know your industry, small things can make you win the case Discussion on administration a) planning happening ok? – no – so scheduling, audits have to be done again and again (I did not come up with this point alone. It was a result of a thorough discussion .
Round: Case Study Interview
Experience: i said – its an opportunity (no structure , we were taking a walk after all) because it opens up a full market – he said ‘ what shud the competitors do” – I kept on saying a lot of things... - they should lobby with government to stop this .. bla bla bla bla – the discussion was round and round and round.. I was tired with my high heels—then suddenly I said – Arvind can you tell me if I am on the right track ? , am little tired – he smiled and said, ok I again ask you “ what can they do to stop the nano or get ready for the market” – this statement gave me clarity and I said “ ok we can stop nano from coming, or do some other stuff” – he said great , so lets discuss both one by one – (remember that once you asked for clarity then you have to crack the rest of the case, else you are dead) –so I picked up stopping nano to hit the market discussion on stopping Nano to hit the market –
(i) demand side hit – lobby with the activists and say that the infrastructure isn’t ready and hence nano should not be allowed ( he liked it)
(ii) demand side hit -Increase the advertisements on how “Indians have to be sensitive about infrastructure” ( he liked it)
(iii) supply side hit – can we buy out the suppliers? – can we promise them some other meat? – like get them under long term agreements etc
(iv) Supply side hit – can we buy out the low cost suppliers to tatas ( I told them, that my thinking was to stop providing necessary materil that gets into nana
(v) Supply side – can we buy their engineers
(vi) And some more discussion, I don’t quite remember .but ya on similar lines What else they can do till they develop their own low cost (i) can they give fire to second hand car market ( as this is the immediate competition to nano) (ii) he kept on probing me on public transport till I said – why cant they collaborate with the government and make the public transport so easy and good and safe that people don’t need nano! BINGO.. ( he loved it- tho he only got that in my head – amazing guide he is) he still looked dissatisfied and asked me there is something else that is missing.. – something that is a real threat to the competitors of tatas. – we kept on discussing, till I suddenly remembered the team that made the engine is of 30 years average age (READ THE CURRENT ISSUES, IT HELPS BUILD PERSPECTIVE) – so I said “ they have the engineering skills, which can be used to enter other segments (like they can make cheaper engines for indigo .. or come up with new car in ford Ikon category etc).. and this resource is just too good! – BINGO
Tips: a) Be genuine b) Be grounded c) Be yourself d) Be confident e) Be transparent f) Be blunt (but carry it ) g) Connect with the interviewer – genuinely h) Be aware of the current issues
Skills: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
Experience: I asked him about the product X? and how important it is for the telecom service providers? is it a big part of their costs ? – he said some arbit stuff – this was a hint that it was a bigger overall strategy case and not into details – so I defined the case as – the CEO wants to know, what to do to increase the profits both in short and long term – he said yes - I immediately moved to the standard profit loss framework and started looking at revenue first - he said OK – I said profit = Price* Quantity and went to pricing... he had said that the telecom service providers were not very sensitive to pricing in the business.. so I dint come to reducing the pricing... I asked about the competitive landscape – our client is 35% business... it went on and on an on ..... could not reach anywhere.. so we went to costs... discussed everything.. excess capacity.. joint ventures.. MnA,..still nothing..so he said.(the discussion was a very intelligent substance discussion.. not general profit loss cases.). – we had a great discussion on both prices and quantity,, why don’t u see decreasing the price – I said.. “ooooooo I thot of it, but then u said that the players are insensitive to price “ - he said “ they WERE, the whole industry as I told u is seeing some problems” – PICK UP THE HINTS... -- once he said this I went to the cost structure of the firm again – I said that our client can play price war only if a) his variable costs are lower than competitors variable costs and he is playing on high investment low variable cost model (reliance model) – he said YES it is exactly this way – I said OK , then let him price X above his variable cost but below the others variable costs and drive the competition away. – I also said, to speeden this up he should in fact price it lower than his variable costs also (extremely low and he can afford it because he has cash with him as he has been on 40% profits for the last 4 – 5 years.. so there should not be an issue on the working capital side – he sair “great” .. he wanted to stop and asked me to summarize the case.. – I summarized the case, and also gave some more ideas like .. seeing the cost and benefit of doing away with excess capacity rite now and adding again when the market is doing good, buying high fixed cost players in the sector.. etcc etc.. a lot more.. – he patiently listened to everything Then he asked me if I had anything to ask him? I asked similar question as I asked in Mck – “ has India become a net contributor to the knowledge base..- he told me about low cost Indian manufacturing.. I said cool... and he said super cool!
Tips: a) work on your resume b) Make the resume in such a way that irrespective of whatever – the you are able to guide the interviewer to THE thing you want to talk about – link all answers to that DO NOT OVERPREPARE – DON’T LOOSE YOUR NATURAL SELF
Round: Case Study Interview
Experience: Upfront questions – where in the value chain? – ans.. they make towers and maintain them .. and into providing services too.—so I asked details on the portfolio of services and portfolio of work of tower etc. – he gave me everything including margins.. so margins in tower making etc were low – I asked him if he is sure that its not just an accounting issue.—he appreciated the point and said .. no, they do ABC and might be small accounting issues but not really one—I said ok.. and moved on to profitability framework .. revenue – costs --- so I said we will look at the tower making etc.. (pareto) – he said perfect.. – went to revenue... he hinted therez nothing there , I said great! Jumped to costs (didn’t waste time at all) - asked him costs heads .. he gave the following .. – a) Tower making, b) people c) administration (I don’t remember the terminology correctly but the remember the discussion) Discussion on tower making – I said “ so Navneet, what does it include” – he said making and servicing and maintaining and some back office work – so I said following can be wrong (BE CREATIVE, I started throwing solutions/ideas) (i) are the people skilled? Know how much material are they using (extra material = extra cost) (ii) is the quality of material too high (more than required quality increases the costs) (iii) is there rework happening? – are people good?(iv) What kind of designs are there – he said there are various different types of designs – I asked why? – he said no one knows – I said .. are they required? – he said , no – I said then standardize the design! He looked happy – so I started throwing more ! – he said no, lets move on to other ones Discussion on people – people cost = wage * numbera) are outsourced people expensive – yes they are – are they doing some specialized job? – not really, they can be replaced – then replace them b) can we multiskill people – yeah we can – then do that! c) Can we move our service centers to low cost destinations – yes we can d) Can we reallocate people to reduce number of people – yes we can – but can we fire them? – are they unionized? – yes they are and he appreciated the point that I touched upon the fact that the unions are tough to handle ( learning : know your industry, small things can make you win the case Discussion on administration a) planning happening ok? – no – so scheduling, audits have to be done again and again (I did not come up with this point alone. It was a result of a thorough discussion .
Round: Case Study Interview
Experience: i said – its an opportunity (no structure , we were taking a walk after all) because it opens up a full market – he said ‘ what shud the competitors do” – I kept on saying a lot of things... - they should lobby with government to stop this .. bla bla bla bla – the discussion was round and round and round.. I was tired with my high heels—then suddenly I said – Arvind can you tell me if I am on the right track ? , am little tired – he smiled and said, ok I again ask you “ what can they do to stop the nano or get ready for the market” – this statement gave me clarity and I said “ ok we can stop nano from coming, or do some other stuff” – he said great , so lets discuss both one by one – (remember that once you asked for clarity then you have to crack the rest of the case, else you are dead) –so I picked up stopping nano to hit the market discussion on stopping Nano to hit the market –
(i) demand side hit – lobby with the activists and say that the infrastructure isn’t ready and hence nano should not be allowed ( he liked it)
(ii) demand side hit -Increase the advertisements on how “Indians have to be sensitive about infrastructure” ( he liked it)
(iii) supply side hit – can we buy out the suppliers? – can we promise them some other meat? – like get them under long term agreements etc
(iv) Supply side hit – can we buy out the low cost suppliers to tatas ( I told them, that my thinking was to stop providing necessary materil that gets into nana
(v) Supply side – can we buy their engineers
(vi) And some more discussion, I don’t quite remember .but ya on similar lines What else they can do till they develop their own low cost (i) can they give fire to second hand car market ( as this is the immediate competition to nano) (ii) he kept on probing me on public transport till I said – why cant they collaborate with the government and make the public transport so easy and good and safe that people don’t need nano! BINGO.. ( he loved it- tho he only got that in my head – amazing guide he is) he still looked dissatisfied and asked me there is something else that is missing.. – something that is a real threat to the competitors of tatas. – we kept on discussing, till I suddenly remembered the team that made the engine is of 30 years average age (READ THE CURRENT ISSUES, IT HELPS BUILD PERSPECTIVE) – so I said “ they have the engineering skills, which can be used to enter other segments (like they can make cheaper engines for indigo .. or come up with new car in ford Ikon category etc).. and this resource is just too good! – BINGO
Tips: a) Be genuine b) Be grounded c) Be yourself d) Be confident e) Be transparent f) Be blunt (but carry it ) g) Connect with the interviewer – genuinely h) Be aware of the current issues
Skills: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Walk-in
1 Interview Round
Interview Questions
- Q1. Prepare the technology strategy for a PSU National Oil Company
Interview Preparation Tips
Round: Case Study Interview
Experience: I started by asking what is the time frame: Answer – over next 10/20 years
• Proposed to evaluate the following to get the right context:
o Company
o Customers
o Employees
o Industry
o Regulation
o Competition
• Moved on to talk about industry: Industry is characterized by environmental challenges and technology is critical in exploration
• Understood the value chain in the industry
• Consumers want energy at cheapest cost – increasingly want clean energy
• Talked about company and business goals: Wants to be a global player and develop a leadership in energy space
• Finally identified that the company is dependent mainly on Oil and not much other reserves.
• Divided the tech strategy into two areas: Optimize what we have and Explore new
• Under optimize: Improve current yield and invest in tech to do that
• Under new sources: Invest in solar, wind etc.
• I started listing some possible technologies when the case ended.
Tips: Questions can be of strategic nature where the interviewer is trying to test your big thinking skills and not necessarily your analytical skills.
Skills: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
Experience: I started by asking what is the time frame: Answer – over next 10/20 years
• Proposed to evaluate the following to get the right context:
o Company
o Customers
o Employees
o Industry
o Regulation
o Competition
• Moved on to talk about industry: Industry is characterized by environmental challenges and technology is critical in exploration
• Understood the value chain in the industry
• Consumers want energy at cheapest cost – increasingly want clean energy
• Talked about company and business goals: Wants to be a global player and develop a leadership in energy space
• Finally identified that the company is dependent mainly on Oil and not much other reserves.
• Divided the tech strategy into two areas: Optimize what we have and Explore new
• Under optimize: Improve current yield and invest in tech to do that
• Under new sources: Invest in solar, wind etc.
• I started listing some possible technologies when the case ended.
Tips: Questions can be of strategic nature where the interviewer is trying to test your big thinking skills and not necessarily your analytical skills.
Skills: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Referral
3 Interview Rounds
Interview Preparation Tips
Round: HR 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: Case Study 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.
Tips: Connect your thoughts with the interviewer.
Round: Case Study 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.
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: Case Study 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: Case Study 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: Good...how 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: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
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: Case Study 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.
Tips: Connect your thoughts with the interviewer.
Round: Case Study 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.
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: Case Study 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: Case Study 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: Good...how 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: Case Solving Ability, Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Walk-in
1 Interview Round
Interview Questions
- Q1. How should you go about picking up a stock?
- Q2. Issues on profitability of a cement company
- Q3. Situation of the company wanting to launch broad band services across India
- Q4. Builder company planning to open up a green buildings in India. Assess the NPV
Interview Preparation Tips
Round: Case Study Interview
Experience: In first case interviewer asked me how should one go about selecting a stock. I proposed two approaches one in terms of finding out a DCF based valuation. He was trying to test deepness of my thought and he made me explain the entire process. Then second approach was by comparing EPS. Then he picked me asking all information is available in public domain so what makes you feel that you know this information which nobody else knows – here I was a bit puzzled by I explained him about management profile, investor profile etc. There was some more discussion which I do not remember. Post this long discussion on first case we moved on second case, which was totally unexpected for me. Anyway, after getting the problem statement. I tried to dig deeper by gathering more facts like:
o Industry was in a reasonably stable state
o Products were fairly comparable
o Company was in existence for last 30-40 years Interestingly I did not made the structure upfront rather went on picking each step and going in depth. So I picked on pricing part first – Ravi asked me what will be the factors affecting it, I could think of:
o Type of product
o Customer segments
o Distribution
o Value Added For product as expected answer was nothing, distribution and value added services he said no scope. Now we went on to customer segment – here I figured out the type of segments which one can supply to and problem became a problem of targeting different market areas. Thereafter we went on to discuss how can this firm go on to establish its presence in new market areas – critical issue which came out was establishing dealerships.
Tips: Just treat interview as a professional discussion – so neither you are nervous nor you are so aggressive that you make the interviewer uncomfortable.
Round: Case Study Interview
Experience: I started of with first assessing whether the market is attractive enough for India. Next logical step was to assess market size. I did it by breaking the market in to households, cyber cafes, and small shops / offices (corporates were already out as they were assumed to be running on their VPNs). This was pretty simple. Next step was to estimate yearly sales – here I used Bass model from Marketing Term 2. Seema was visibly impressed with this. But just to test depth of my thought she asked me to tell what factors should be considered for applying this model (v/s the proxy country which we are going to take). I immediately listed down four factors viz. Needs, Income, Globalisation, and Prices of computers. Seema was very happy with this. But to my surprise, she asked me to move on to second phase as to how client should go about launching it. Client had a limited budget and they wanted to launch services across all metros. This was a seemingly difficult question but I listed out three or four ways, e.g. outsourcing infrastructure, launching services in limited area. Later on Seema told me that they took the limited area option. Post this we had a good discussion on how did costs in this industry move. I must admit this discussion seemed like with a colleague and I could sense the positive vibe from the interview.
Tips: Being open to any kind of discussion. Have fundas of core term eco, marketing, operations, dmop ready – they come very handy.
Round: Case Study Interview
Experience: I deciphered the problem in to revenue and cost and the factors affecting them. Primarily the structure was: (it was built around on incremental basis vis-à-vis a normal building) Revenue:
o Built up area (how it was different from a normal building)
o Lease rentals
o Carbon credits Cost:
o Upfront costs
o Operational costs
o Any grants/ subsidy from government / other agencies Any difference in cost of capital being a more stable project. Then the discussion moved on to putting in numbers and finding out NPV of the project. It came out that NPV was not positive. Now Sachin asked me as to how this can be turned in to NPV positive. I tried to dvelve on each and every factor, but he said that more of less everything is fixed. From here on somehow Sachin took charge of the case and he started discussion about what kind of clients will they target - I told him corporates. He asked what kind of I told him three kinds, viz. Image conscious, Large corporates (for whom differential rent is miniscule), and firms which otherwise are known to be polluters / damager to environment). Next he suddenly came back to some number crunching again as to how can we incentives corporates to take it up which was done with some number crunching. At this point it seemed Sachin was done with the case, but suddenly an idea came up in my mind (which was never discussed in the case) and I told him how DLF built various residential areas coupled with a big corporate building and how this can be used by this builder to make one big project. Though Sachin appeared to be convinced about the case, with this idea he was very impressed. This is why probably he immediately asked me the question how serious are you about BCG!
Again being friendly with the interviewer and being honest. I knew that Ravi has experience in consulting industry and he would be familiar with interviewing styles of all firms, so honestly told him my opinion and did not hide any fact. This helped me in case solving as well wherein I did not do any mistake in number crunching (because of low pressure).
Tips: Be friendly and professional. Don’t be nervous. Even if this your 12th or 15th interview in the day, show energy and enthusiasm.
Skills: Ability To Cope Up With Stress, Case Analysis
College Name: Indian School Of Business (ISB)
Experience: In first case interviewer asked me how should one go about selecting a stock. I proposed two approaches one in terms of finding out a DCF based valuation. He was trying to test deepness of my thought and he made me explain the entire process. Then second approach was by comparing EPS. Then he picked me asking all information is available in public domain so what makes you feel that you know this information which nobody else knows – here I was a bit puzzled by I explained him about management profile, investor profile etc. There was some more discussion which I do not remember. Post this long discussion on first case we moved on second case, which was totally unexpected for me. Anyway, after getting the problem statement. I tried to dig deeper by gathering more facts like:
o Industry was in a reasonably stable state
o Products were fairly comparable
o Company was in existence for last 30-40 years Interestingly I did not made the structure upfront rather went on picking each step and going in depth. So I picked on pricing part first – Ravi asked me what will be the factors affecting it, I could think of:
o Type of product
o Customer segments
o Distribution
o Value Added For product as expected answer was nothing, distribution and value added services he said no scope. Now we went on to customer segment – here I figured out the type of segments which one can supply to and problem became a problem of targeting different market areas. Thereafter we went on to discuss how can this firm go on to establish its presence in new market areas – critical issue which came out was establishing dealerships.
Tips: Just treat interview as a professional discussion – so neither you are nervous nor you are so aggressive that you make the interviewer uncomfortable.
Round: Case Study Interview
Experience: I started of with first assessing whether the market is attractive enough for India. Next logical step was to assess market size. I did it by breaking the market in to households, cyber cafes, and small shops / offices (corporates were already out as they were assumed to be running on their VPNs). This was pretty simple. Next step was to estimate yearly sales – here I used Bass model from Marketing Term 2. Seema was visibly impressed with this. But just to test depth of my thought she asked me to tell what factors should be considered for applying this model (v/s the proxy country which we are going to take). I immediately listed down four factors viz. Needs, Income, Globalisation, and Prices of computers. Seema was very happy with this. But to my surprise, she asked me to move on to second phase as to how client should go about launching it. Client had a limited budget and they wanted to launch services across all metros. This was a seemingly difficult question but I listed out three or four ways, e.g. outsourcing infrastructure, launching services in limited area. Later on Seema told me that they took the limited area option. Post this we had a good discussion on how did costs in this industry move. I must admit this discussion seemed like with a colleague and I could sense the positive vibe from the interview.
Tips: Being open to any kind of discussion. Have fundas of core term eco, marketing, operations, dmop ready – they come very handy.
Round: Case Study Interview
Experience: I deciphered the problem in to revenue and cost and the factors affecting them. Primarily the structure was: (it was built around on incremental basis vis-à-vis a normal building) Revenue:
o Built up area (how it was different from a normal building)
o Lease rentals
o Carbon credits Cost:
o Upfront costs
o Operational costs
o Any grants/ subsidy from government / other agencies Any difference in cost of capital being a more stable project. Then the discussion moved on to putting in numbers and finding out NPV of the project. It came out that NPV was not positive. Now Sachin asked me as to how this can be turned in to NPV positive. I tried to dvelve on each and every factor, but he said that more of less everything is fixed. From here on somehow Sachin took charge of the case and he started discussion about what kind of clients will they target - I told him corporates. He asked what kind of I told him three kinds, viz. Image conscious, Large corporates (for whom differential rent is miniscule), and firms which otherwise are known to be polluters / damager to environment). Next he suddenly came back to some number crunching again as to how can we incentives corporates to take it up which was done with some number crunching. At this point it seemed Sachin was done with the case, but suddenly an idea came up in my mind (which was never discussed in the case) and I told him how DLF built various residential areas coupled with a big corporate building and how this can be used by this builder to make one big project. Though Sachin appeared to be convinced about the case, with this idea he was very impressed. This is why probably he immediately asked me the question how serious are you about BCG!
Again being friendly with the interviewer and being honest. I knew that Ravi has experience in consulting industry and he would be familiar with interviewing styles of all firms, so honestly told him my opinion and did not hide any fact. This helped me in case solving as well wherein I did not do any mistake in number crunching (because of low pressure).
Tips: Be friendly and professional. Don’t be nervous. Even if this your 12th or 15th interview in the day, show energy and enthusiasm.
Skills: Ability To Cope Up With Stress, Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Walk-in
3 Interview Rounds
Interview Preparation Tips
Round: HR Interview
Experience: The usual PI questions, I’d say be prepared with a list of them. The PI would give you on opportunity to strike the right vibes with the interviewer. So when you get down to doing a case, you’ll feel a lot more comfortable and confident.
Round: Case Study Interview
Experience: I asked a few clarifying questions. The information that I got was as follows – 1. The trend was temporary, and the market was expected to start growing again after a few years. 2. Need not worry about what widgets are; just consider them to be a part of machine equipment. 3. The manufacturer is a global company headquartered in US 4. The market had been growing over the last 2-3 years at 30 – 40 % and has now flattened. I then defined the problem statement. From here on I took a pretty unconventional first principles approach in structuring my though process. I decided to look at 2 aspects – a. Means to enhance Capacity Utilization through an understanding of the business based on b. Market Analysis Under capacity utilization I had intended to focus on Altering the product mix, increase sales geographically, rationalize my asset base, and providing value added services. The first one wasn’t possible and on the geographical front we were already selling globally. Then I switched to market analysis where I looked at # of players, respective market shares, competitive landscape, drivers of purchase and price points. On questioning, it turned out that we were the largest player with a 35% market share, two other major players had a 20% share each, and the rest of the market was fragmented amongst small players. Everyone sold at the same price. In past, the purchase decision had not been based on price, but on being highest in quality, and we were perceived to be amongst the highest in quality. We were also the cost leaders in this business, and this was the catch point. It also turned out that in being more cautious about their purchase of widgets, our potential customers had now become more price conscious, and the market was price elastic. From here on I started shaping recommendations – I put them as short term and long term. In the short term I suggested that we play on price points. Since we are the cost leaders and the market was price elastic, we can bring down our prices till a point where our profits increase with decrease in prices. Also, our competitors won’t be able to cut prices to the extent that we can, and in this way we can squeeze their margins beyond tolerable limits, force them to exit, and thus increase our share of the pie. In the long run, we needed to work around rationalizing our asset base, and building a value added service layer to our business. That’s where the case concluded.
Tips: I’d suggest that encase you too reach your solution pretty soon in the interview, spend some time to look at other strategic aspects, at points in your structure that might have been left untouched, but don’t panic if there’s nothing more to add from your end. You can close the case as and when you feel you’ve done what you wanted to, and need not wait to have spent a pre-decided amount of time on it. Yes I made it to the next round.
Round: Case Study Interview
Experience: I asked a few clarifying questions. The information I got was a follows – 1. The client was a $10 billion + company with 50000 + employees. 2. It was a Europe based company with operations all over the world, and their business was expected to grow at 10 – 15 % 3. The lines of business were divided into 2: A. Selling Equipment and S/W in 2G and 3G space. B. Providing Services, which was further subdivided into 4 categories.(i) Turnkey i.e. developing new networks (ii) Managed Services i.e. run the network on behalf of the service provider (iii) Maintenance (H/W and S/W) (iv) Consulting Solutions then defined the problem statement. From here on I structured by approach to do a Revenues & Cost analysis after having done a thorough Market Analysis. Under Market Analysis, I looked at 1. No. of Players – there were 6 -7 players, we were no. 2 with a mkt. share of 20%. The mkt. leader had a 30% share. 2. I looked at Growth in each of the businesses, Selling Equipment and S/W in 2G and 3G space each growing at 15 % and 25% respectively and overall this line of business was growing at 20% In Providing Services, the above 4 were expected to grow at 0%, less than 10%, 15% and less than 10% respectively (in the order mentioned above). 3. The drivers of purchase were driven by Cap Ex and Op Ex incurred by the customers, i.e. Price was the key driver of purchase once you were a part of the consideration set. However, to be considered for a contract by a potential customer, high standards of quality were a must. Before starting to look at the revenues and costs in trying to address profitability, I asked for the revenue break up of for our client. It was as follows – 55% from 2G(30%) & 3G(25%). 24% from turnkey. 9% from maintenance. 6% from managed services and the rest from consulting. I then asked for how this picture would look 3-4 years from now. Selling Equipment and S/W in 2G and 3G space would together constitute 40%, with 70% of this 40 from 3G and rest from 2G. Services would constitute 60% of the revenues, and in comparing to their current contributions, Turnkey would stagnate, Maintenance business would grow at 10 – 15%, and Consulting and Managed Services would grow disproportionately. This unfortunately is all that I remember of the case in terms of data, but from here on it was pretty standard. I prioritized my probing of the cost structures for each of the businesses based on their current and future contributions to the revenue pie. I then explored the cost structures for each line of business, identified the cost levers, and further prioritized my recommendations for each cost lever on the basis of where we could achieve most impact. On the revenue side, my recommendations were around building capabilities around consulting and managed services based on how the business was expected to shape up in the future. There was a lot to talk about under each of the above – off shoring, consolidation of suppliers and subcontractors etc., managing over runs, acquisition to build capabilities, and I did touch upon all of these. I'm sure based on your own judgement, you can add more to it. All the best!
Round: Case Study Interview
Experience: I asked a few clarifying questions. The information I got was a follows – 1. The client manufactured broadly two kinds of products A. Textiles (of different counts, pure yarns, viscose mix etc.) B. Garments (semi formal / informal in cotton, for both men and women) I structured my approach as follows: As part of Market Entry evaluation, I wanted to look at the following: 1. Market Attractiveness – size of the mkt., growth expected, penetration levels and margins. 2. Competition – in each of the segments. Further look at unbranded retailing, branded retailing and pvt. label retailing. 3. Strategic Fit and Capabilities as far as this proposed line of business was concerned. 4. How to enter – Organic v/s Inorganic At this point, I was asked to move onto the branding strategy that I would recommend. One key factor that I considered was a single brand v/s a multi brand strategy. And through discussions with the interviewer, I decided to pursue a multi-brand approach for different segments, different qualities etc. (just as Arvind Mills, Madura Garments etc. do). I then proposed that in developing a brand strategy for each of the brands I chose to pursue, I would look at the following: 1. Position the brand 2. Pricing 3. Distribution 4. Promotion. In positioning the brand (each of the brands that we will roll out), I would look at drivers of purchase and then position myself accordingly through parity and distinction. At this point, we got into a more general conversation around how to position, what other factors to consider, and then wrapped up the case.
Tips: As you step in for the interview, make sure that you leave all the excess baggage outside. It’s a big deterrent in one’s performance. I had one more interview that I’m unable to document, after which I was made an offer.
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
Experience: The usual PI questions, I’d say be prepared with a list of them. The PI would give you on opportunity to strike the right vibes with the interviewer. So when you get down to doing a case, you’ll feel a lot more comfortable and confident.
Round: Case Study Interview
Experience: I asked a few clarifying questions. The information that I got was as follows – 1. The trend was temporary, and the market was expected to start growing again after a few years. 2. Need not worry about what widgets are; just consider them to be a part of machine equipment. 3. The manufacturer is a global company headquartered in US 4. The market had been growing over the last 2-3 years at 30 – 40 % and has now flattened. I then defined the problem statement. From here on I took a pretty unconventional first principles approach in structuring my though process. I decided to look at 2 aspects – a. Means to enhance Capacity Utilization through an understanding of the business based on b. Market Analysis Under capacity utilization I had intended to focus on Altering the product mix, increase sales geographically, rationalize my asset base, and providing value added services. The first one wasn’t possible and on the geographical front we were already selling globally. Then I switched to market analysis where I looked at # of players, respective market shares, competitive landscape, drivers of purchase and price points. On questioning, it turned out that we were the largest player with a 35% market share, two other major players had a 20% share each, and the rest of the market was fragmented amongst small players. Everyone sold at the same price. In past, the purchase decision had not been based on price, but on being highest in quality, and we were perceived to be amongst the highest in quality. We were also the cost leaders in this business, and this was the catch point. It also turned out that in being more cautious about their purchase of widgets, our potential customers had now become more price conscious, and the market was price elastic. From here on I started shaping recommendations – I put them as short term and long term. In the short term I suggested that we play on price points. Since we are the cost leaders and the market was price elastic, we can bring down our prices till a point where our profits increase with decrease in prices. Also, our competitors won’t be able to cut prices to the extent that we can, and in this way we can squeeze their margins beyond tolerable limits, force them to exit, and thus increase our share of the pie. In the long run, we needed to work around rationalizing our asset base, and building a value added service layer to our business. That’s where the case concluded.
Tips: I’d suggest that encase you too reach your solution pretty soon in the interview, spend some time to look at other strategic aspects, at points in your structure that might have been left untouched, but don’t panic if there’s nothing more to add from your end. You can close the case as and when you feel you’ve done what you wanted to, and need not wait to have spent a pre-decided amount of time on it. Yes I made it to the next round.
Round: Case Study Interview
Experience: I asked a few clarifying questions. The information I got was a follows – 1. The client was a $10 billion + company with 50000 + employees. 2. It was a Europe based company with operations all over the world, and their business was expected to grow at 10 – 15 % 3. The lines of business were divided into 2: A. Selling Equipment and S/W in 2G and 3G space. B. Providing Services, which was further subdivided into 4 categories.(i) Turnkey i.e. developing new networks (ii) Managed Services i.e. run the network on behalf of the service provider (iii) Maintenance (H/W and S/W) (iv) Consulting Solutions then defined the problem statement. From here on I structured by approach to do a Revenues & Cost analysis after having done a thorough Market Analysis. Under Market Analysis, I looked at 1. No. of Players – there were 6 -7 players, we were no. 2 with a mkt. share of 20%. The mkt. leader had a 30% share. 2. I looked at Growth in each of the businesses, Selling Equipment and S/W in 2G and 3G space each growing at 15 % and 25% respectively and overall this line of business was growing at 20% In Providing Services, the above 4 were expected to grow at 0%, less than 10%, 15% and less than 10% respectively (in the order mentioned above). 3. The drivers of purchase were driven by Cap Ex and Op Ex incurred by the customers, i.e. Price was the key driver of purchase once you were a part of the consideration set. However, to be considered for a contract by a potential customer, high standards of quality were a must. Before starting to look at the revenues and costs in trying to address profitability, I asked for the revenue break up of for our client. It was as follows – 55% from 2G(30%) & 3G(25%). 24% from turnkey. 9% from maintenance. 6% from managed services and the rest from consulting. I then asked for how this picture would look 3-4 years from now. Selling Equipment and S/W in 2G and 3G space would together constitute 40%, with 70% of this 40 from 3G and rest from 2G. Services would constitute 60% of the revenues, and in comparing to their current contributions, Turnkey would stagnate, Maintenance business would grow at 10 – 15%, and Consulting and Managed Services would grow disproportionately. This unfortunately is all that I remember of the case in terms of data, but from here on it was pretty standard. I prioritized my probing of the cost structures for each of the businesses based on their current and future contributions to the revenue pie. I then explored the cost structures for each line of business, identified the cost levers, and further prioritized my recommendations for each cost lever on the basis of where we could achieve most impact. On the revenue side, my recommendations were around building capabilities around consulting and managed services based on how the business was expected to shape up in the future. There was a lot to talk about under each of the above – off shoring, consolidation of suppliers and subcontractors etc., managing over runs, acquisition to build capabilities, and I did touch upon all of these. I'm sure based on your own judgement, you can add more to it. All the best!
Round: Case Study Interview
Experience: I asked a few clarifying questions. The information I got was a follows – 1. The client manufactured broadly two kinds of products A. Textiles (of different counts, pure yarns, viscose mix etc.) B. Garments (semi formal / informal in cotton, for both men and women) I structured my approach as follows: As part of Market Entry evaluation, I wanted to look at the following: 1. Market Attractiveness – size of the mkt., growth expected, penetration levels and margins. 2. Competition – in each of the segments. Further look at unbranded retailing, branded retailing and pvt. label retailing. 3. Strategic Fit and Capabilities as far as this proposed line of business was concerned. 4. How to enter – Organic v/s Inorganic At this point, I was asked to move onto the branding strategy that I would recommend. One key factor that I considered was a single brand v/s a multi brand strategy. And through discussions with the interviewer, I decided to pursue a multi-brand approach for different segments, different qualities etc. (just as Arvind Mills, Madura Garments etc. do). I then proposed that in developing a brand strategy for each of the brands I chose to pursue, I would look at the following: 1. Position the brand 2. Pricing 3. Distribution 4. Promotion. In positioning the brand (each of the brands that we will roll out), I would look at drivers of purchase and then position myself accordingly through parity and distinction. At this point, we got into a more general conversation around how to position, what other factors to consider, and then wrapped up the case.
Tips: As you step in for the interview, make sure that you leave all the excess baggage outside. It’s a big deterrent in one’s performance. I had one more interview that I’m unable to document, after which I was made an offer.
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Walk-in
3 Interview Rounds
Interview Preparation Tips
Round: HR Interview
Experience: The interview started with a detailed discussion on various fascets of points on my CV. Neeraj wanted to know about my thought process as I went through the various phases of my life and how I took decisions that I actually took. For example, he was very interested in knowing as to why I chose IIT Bombay for my B.Tech when I could have gone to join IIT-Delhi which was nearer home. The idea was to develop a rapport with the interviewer by being clear, insightful and interesting in your answers. Be very nicely prepared with your CV and think through the various decisions you have taken in life, keep smiling throughout the interview, present a firm hand shake, think before you speak and engage the interviewer in a discussion.
Round: Case Study Interview
Experience: I started off by trying to understand the situation as clearly as possible. The one dictum I stuck to in this and other case interviews was to really get to the crux of the matter and scope down the problem relentlessly to what the top of the line issues were for the client. So trying to be MECE, I told Neeraj that I would look at the following three alternatives: - Not do any thing about the excess capacity and wait for the good times to come back- - Downgrade the capacity by eliminating excess - Find better uses of capacity or sell more to existing customers A free flowing discussion followed on each of the points above and Neeraj very quickly refuted the first two suggestions. We then dived headlong into the third suggestion and it quickly appeared clear that fiber optic cables were commoditized products to a large extent. I asked Neeraj about the specific ways in which we were better than the competition and got to know that our client had better product quality at the same price. I drew a perceptual map of our Vs. the competitors’ positions on these maps and argued that we may want to play upon our better product quality to induce the customers to buy more from us. When prodded further by Neeraj, I used the tried and tested Raju formula: Market Share = (Share of Voice)X(%of acceptability)X(%of availability) Since availability was not an issue and since advertising was not a main concern, he asked me to dive into ways of improving our Client’s share of acceptability. I proposed pricing as a way of doing so. I postulated that we needed to study our client’s fixed costs and those of our competitors’. Based on the fact that our fixed costs were lower than those of our competitors, I argued that we could play the pricing game by bringing our prices down and cornering a bigger share of the market. I further argued that if our competitors tried to imitate us in this price war, they may end up chasing us to the bottom of the barrel and get killed in the process. This would only be good for the industry which badly needs consolidation given the excess capacity. I think Neeraj was visibly impressed by this time by the depth of analysis I had presented and the diverse ideas from marketing, managerial accounting etc that I was able to bring to the table.
Tips: Be yourself.
Be confident.
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
Experience: The interview started with a detailed discussion on various fascets of points on my CV. Neeraj wanted to know about my thought process as I went through the various phases of my life and how I took decisions that I actually took. For example, he was very interested in knowing as to why I chose IIT Bombay for my B.Tech when I could have gone to join IIT-Delhi which was nearer home. The idea was to develop a rapport with the interviewer by being clear, insightful and interesting in your answers. Be very nicely prepared with your CV and think through the various decisions you have taken in life, keep smiling throughout the interview, present a firm hand shake, think before you speak and engage the interviewer in a discussion.
Round: Case Study Interview
Experience: I started off by trying to understand the situation as clearly as possible. The one dictum I stuck to in this and other case interviews was to really get to the crux of the matter and scope down the problem relentlessly to what the top of the line issues were for the client. So trying to be MECE, I told Neeraj that I would look at the following three alternatives: - Not do any thing about the excess capacity and wait for the good times to come back- - Downgrade the capacity by eliminating excess - Find better uses of capacity or sell more to existing customers A free flowing discussion followed on each of the points above and Neeraj very quickly refuted the first two suggestions. We then dived headlong into the third suggestion and it quickly appeared clear that fiber optic cables were commoditized products to a large extent. I asked Neeraj about the specific ways in which we were better than the competition and got to know that our client had better product quality at the same price. I drew a perceptual map of our Vs. the competitors’ positions on these maps and argued that we may want to play upon our better product quality to induce the customers to buy more from us. When prodded further by Neeraj, I used the tried and tested Raju formula: Market Share = (Share of Voice)X(%of acceptability)X(%of availability) Since availability was not an issue and since advertising was not a main concern, he asked me to dive into ways of improving our Client’s share of acceptability. I proposed pricing as a way of doing so. I postulated that we needed to study our client’s fixed costs and those of our competitors’. Based on the fact that our fixed costs were lower than those of our competitors, I argued that we could play the pricing game by bringing our prices down and cornering a bigger share of the market. I further argued that if our competitors tried to imitate us in this price war, they may end up chasing us to the bottom of the barrel and get killed in the process. This would only be good for the industry which badly needs consolidation given the excess capacity. I think Neeraj was visibly impressed by this time by the depth of analysis I had presented and the diverse ideas from marketing, managerial accounting etc that I was able to bring to the table.
Tips: Be yourself.
Be confident.
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. The Government of India has invited bids for purchasing 1 GW solar power inMultiples of 5MW. Our client is considering bidding for this project.Advice on how he...read more
Interview Preparation Tips
Round: Case Study Interview
Experience: Q. What does our client do? Company was a manufacturing firm looking to build the plant and sell electricityQ. Does the client have a solar plant? No, the client has no current experience in Solar PowerQ. How much time will it take to build the plant?3-4 yearsQ. What is the life of my plant?30 years, govt will buy electricity for 30 yearsQ. How does government decide whom to allot?Project has to look technical feasible and financial terms Q. What kind of bidding takes place?First price Auction, lowest price wins
I started by indicating that the bid price would be dependent on the benefits and costs of the project as well as the competitive bid.The interviewer asked me to move ahead and discuss the benefits and costs. I first picked up the costing side of it and divided into fixed and variable. I was told that the capex was 17 crorers per MW. As soon as I had some numbers thrown on me I got a bit tensed, and thought that I would need to do some hard calculations. However, these numbers were thrown just to test if I could move ahead or be caught with numbers. As per the variable costs, I broke and listed all the expense such as direct material, direct labor, overheads, SG&A and depreciation etc. I then said that these costs would depend on the capacity of the plant. He asked me to elaborate on this topic and I said there would be effects of economies of scale and also the learning effect. He immediately asked me how learning curve would affect the costs. I told him thatthe learning curve would reduce the variable cost over time. I could see that he was happy with the answer and told me to proceed to the benefit side. On the benefits side, I said the amount I earn would be my cost X plus some margin y% over the cost. I also mentioned that competitive bids will impact how much I could expect on the bid price and mentioned that In such cases we usually look at old auctions or try to estimate the auction bid of other companies.
Tips: he case wasn’t hard but because the interviewer was working on his laptop during the interview and often not looking at me, I felt he wasn’t impressed. It was only after 15 mins into the interview, that I could get the interviewers complete attention. This usually happens in a stress interview, and one should not get stressed. Just keep calm and follow the most exhaustive approach. Also, in this case I was occasionally bombarded by numbers and got distracted as to how I should deal with them. One should remember that sometimes numbers are just to confuse and distract the interviewee
Skill Tips: Yash asked me why I did Bachelors of Finance and not Engineering. He also asked me about my choice of taking up commerce. I realized that was only to build stress and see how I perform later in the interview later. He also asked my GMAT score, Having a score of below of 700 I felt a little uncomfortable as I thought the interviewer would already make an impression about my performance. I guess it didn’t matter afterwards as I went to the final round.
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
Experience: Q. What does our client do? Company was a manufacturing firm looking to build the plant and sell electricityQ. Does the client have a solar plant? No, the client has no current experience in Solar PowerQ. How much time will it take to build the plant?3-4 yearsQ. What is the life of my plant?30 years, govt will buy electricity for 30 yearsQ. How does government decide whom to allot?Project has to look technical feasible and financial terms Q. What kind of bidding takes place?First price Auction, lowest price wins
I started by indicating that the bid price would be dependent on the benefits and costs of the project as well as the competitive bid.The interviewer asked me to move ahead and discuss the benefits and costs. I first picked up the costing side of it and divided into fixed and variable. I was told that the capex was 17 crorers per MW. As soon as I had some numbers thrown on me I got a bit tensed, and thought that I would need to do some hard calculations. However, these numbers were thrown just to test if I could move ahead or be caught with numbers. As per the variable costs, I broke and listed all the expense such as direct material, direct labor, overheads, SG&A and depreciation etc. I then said that these costs would depend on the capacity of the plant. He asked me to elaborate on this topic and I said there would be effects of economies of scale and also the learning effect. He immediately asked me how learning curve would affect the costs. I told him thatthe learning curve would reduce the variable cost over time. I could see that he was happy with the answer and told me to proceed to the benefit side. On the benefits side, I said the amount I earn would be my cost X plus some margin y% over the cost. I also mentioned that competitive bids will impact how much I could expect on the bid price and mentioned that In such cases we usually look at old auctions or try to estimate the auction bid of other companies.
Tips: he case wasn’t hard but because the interviewer was working on his laptop during the interview and often not looking at me, I felt he wasn’t impressed. It was only after 15 mins into the interview, that I could get the interviewers complete attention. This usually happens in a stress interview, and one should not get stressed. Just keep calm and follow the most exhaustive approach. Also, in this case I was occasionally bombarded by numbers and got distracted as to how I should deal with them. One should remember that sometimes numbers are just to confuse and distract the interviewee
Skill Tips: Yash asked me why I did Bachelors of Finance and not Engineering. He also asked me about my choice of taking up commerce. I realized that was only to build stress and see how I perform later in the interview later. He also asked my GMAT score, Having a score of below of 700 I felt a little uncomfortable as I thought the interviewer would already make an impression about my performance. I guess it didn’t matter afterwards as I went to the final round.
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. Chart 5 year growth strategy for BCG India
Interview Preparation Tips
Round: Case Study Interview
Experience: Split revenue as price per engagement and number of engagementsSaid that we could increase price because of customized solutions but not enough for 20% and hence need to increase quantity of engagementsProposed customer retention through better service like engagement at lower corporate levels etc and more customer acquistion through industry expansion (verticals) ; Was asked to suggest a recruitment strategy for industry expansion and said that need laterals for PL position with industry knowledge and we could hire consultants and associates from b-schoolswith generic experience
Tips: What was good: Speed to cover issues, involving the interviewer in case, PIWhat could be better: More energy could be better because you need to energize the interviewer as well as it is a long day for them too
Skill Tips: RevenueTarget Get it to grow by about 20% y-o-yIs it limited to Indian customersYesWhat is the competitive scenarioAssume what you know about consulting currently
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
Experience: Split revenue as price per engagement and number of engagementsSaid that we could increase price because of customized solutions but not enough for 20% and hence need to increase quantity of engagementsProposed customer retention through better service like engagement at lower corporate levels etc and more customer acquistion through industry expansion (verticals) ; Was asked to suggest a recruitment strategy for industry expansion and said that need laterals for PL position with industry knowledge and we could hire consultants and associates from b-schoolswith generic experience
Tips: What was good: Speed to cover issues, involving the interviewer in case, PIWhat could be better: More energy could be better because you need to energize the interviewer as well as it is a long day for them too
Skill Tips: RevenueTarget Get it to grow by about 20% y-o-yIs it limited to Indian customersYesWhat is the competitive scenarioAssume what you know about consulting currently
Skills: Case Analysis
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. There is this big hospital and the hospital is running losses. Identify what would be the critical issues
Interview Preparation Tips
Round: Case Study Interview
Experience: Started with the basic Revenues –Costs = profit framework. He asked me to concentrate on revenues. I identified the sources of revenues 1) Consulting 2) Surgeries 3) Lab 4) Pharmacy. He nodded and asked me to move on. I asked him if there was a revenue dip in any of these services to which he replied these are all related and hence the dip is across all services. I asked him about the competition. I asked him whether the competition is offering similar services and how does it charge for its services as compared to the hospital in question. He said “Competition doesn’t specializes in heart surgeries like our hospital. However, it performs all services and their pricing structure is different.I asked him if they were pricing services lower than us to which he replied “no”. He wanted me to think on what could be different in terms of prices. I told him that the structure of pricing is different and hence the hospital may have one fixed fee whereas the competition may have a base fee plus additional charges. The price may come out to be the same but people may perceive it to be cheaper. He appreciated my answer and asked me if I would change the structure of the Hospital in question.I replied that I wouldn’t change the structure. The hospital has a very strong brand and has been following this pricing structure since ages. If it seemingly makes it lower, there is a possibility that patients may come to know about this and its brand may get tarnished. I wasn’t too happy with how I defended but I defended nonetheless.He asked me if I had any questions and I really didn’t have any questions for him. Too tired and nervous to think of anything. However, it is very important to prepare questions for interviewers.
Tips: 1)PI is extremely important. It helps you to develop connect with the interviewer. Also it adds to your confidence. Be genuine about your PI.2)Always keep smiling and be very confident. More than the solution, the interviewer should get good vibes during the interview. Even if you falter, admit that you do not know and you would like to understand from the interview how it needs to be done.3)Be humble.4)Do not ask your colleagues about how their interview experience went. It will just add to your worries and you may end up losing confidence.5)The interview should be more like a conversation.6)Sleep well the night before, do not wait for the schedule. Get up early and check the schedule. Do one case which you are most confident about the day of the interview.7)Again keep smiling.
Skills: Personality, Case Analysis
College Name: Indian School Of Business (ISB)
Experience: Started with the basic Revenues –Costs = profit framework. He asked me to concentrate on revenues. I identified the sources of revenues 1) Consulting 2) Surgeries 3) Lab 4) Pharmacy. He nodded and asked me to move on. I asked him if there was a revenue dip in any of these services to which he replied these are all related and hence the dip is across all services. I asked him about the competition. I asked him whether the competition is offering similar services and how does it charge for its services as compared to the hospital in question. He said “Competition doesn’t specializes in heart surgeries like our hospital. However, it performs all services and their pricing structure is different.I asked him if they were pricing services lower than us to which he replied “no”. He wanted me to think on what could be different in terms of prices. I told him that the structure of pricing is different and hence the hospital may have one fixed fee whereas the competition may have a base fee plus additional charges. The price may come out to be the same but people may perceive it to be cheaper. He appreciated my answer and asked me if I would change the structure of the Hospital in question.I replied that I wouldn’t change the structure. The hospital has a very strong brand and has been following this pricing structure since ages. If it seemingly makes it lower, there is a possibility that patients may come to know about this and its brand may get tarnished. I wasn’t too happy with how I defended but I defended nonetheless.He asked me if I had any questions and I really didn’t have any questions for him. Too tired and nervous to think of anything. However, it is very important to prepare questions for interviewers.
Tips: 1)PI is extremely important. It helps you to develop connect with the interviewer. Also it adds to your confidence. Be genuine about your PI.2)Always keep smiling and be very confident. More than the solution, the interviewer should get good vibes during the interview. Even if you falter, admit that you do not know and you would like to understand from the interview how it needs to be done.3)Be humble.4)Do not ask your colleagues about how their interview experience went. It will just add to your worries and you may end up losing confidence.5)The interview should be more like a conversation.6)Sleep well the night before, do not wait for the schedule. Get up early and check the schedule. Do one case which you are most confident about the day of the interview.7)Again keep smiling.
Skills: Personality, Case Analysis
College Name: Indian School Of Business (ISB)
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