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
49 interviews found
I applied via Referral
4 Interview Rounds
Interview Questions
- Q1. Why academic performance was not good at IIT?
- Q2. Views on rolling placement process versus one week placement process
- Q3. Leadership instance outside work (talked about Vice captain IIT D badminton team)
- Q4. Why I joined Evalueserve?
- Q5. Tata Motors wants to build the 1 lakh car. Advise them how to do it?
- Q6. Leadership example that you are proud of
- Q7. Why did Marc (CEO) open EVS?
- Q8. What are the main challenges for EVS now?
Interview Preparation Tips
Round: Case Study Interview
Experience: The government of India wants to electrify all the villages. Can this task be achieved?
Initial clarification
Asked if there are any resource constraints and in what time we have to achieve this task. He simplified by saying time is not a
consideration and resources are limited and hence part of problem was to raise resources.
Case Structure/ Discussion
I made the following structure:
1. Resources
a. Public
b. Private partnership
c. Special purpose vehicles
2. Current level of rural electrification
a. Segregate states based on low density and high density
3. Regulatory constraints
a. Role of government. To be a regulator or also an implementor
4. Political costs in changing laws
a. Eg Will Left parties support privatization
Based on the above I suggested we will evaluate whether a centralized or a decentralized model should be followed.
He was happy but then said he was more interested in evaluating ground realities i.e. So I said, there are three parts to
electrification.
1. Increasing generation through
o Thermal
o Hydel
o Alternate sources
I said will concentrate on thermal as India as huge coal reserves they can be used more efficiently.
2. Transmission
o Who will lay down poles and cables? How will players be compensated?
3. Collection:
o Who takes responsibility? Private player or government.
o Tariff structures. Who will decide private player or government
I completely missed that collections in India are low due to corruption.
After the interview, I asked him whether this target is achievable. His take was that it is very difficult and Mckinsey is still evaluating various approaches. Hence this case is not supposed to have one answer.
Tips: In middle of my case, he told me to set aside my structure and just have a discussion. This was unexpected but not necessarily a bad thing. So do not get fazed. Also show by discussing policy implications (such as reaction of left parties to privatization), you can bring a wow moment in your case. Apply a layer of commonsense in your discussion.
Round: Other Interview
Experience: I had a 20 minute PI as interviewer knew CEO of Evalueserve (my last company). So there were a lot of questions around Evalueserve.
8. Had discussion around development of ISB (Interviewer was involved in writing the business plan of ISB). How it has
emerged and whether it has measured to his expectations.
Many of these questions can be asked to people who have worked in startups/ growing organizations (EVS was 70 people strong
when I joined them and within 2.5 years the employee strength was 600). So the challenges of a small vs. big, fledgling vs. growing organization are very diff. Some points I gave were (I do not know if it helps but you will get a flavor of some answers in this regard):
1. Challenges facing EVS today:
a. Increasing face to face communication between top management and new employees (I was fortunate enough to work with Marc but new employees do not get this chance and this has contributed to increase in employee turnover)
b. Increasing interaction between sales executives and teams (majority of sales executives had not even visited EVS offices and hence did not understand pressures of people working on projects).
c. Recruitment (EVS recruitment quality had dipped as now team leads/ AVPs who were not competent enough did this task. I admitted that I was conducting interviews and I thought that I needed 2-3 years of mentoring to be really effective).
Note that none of the above mentioned are really big points but they are original ones. Hence be honest, think hard about your experience and do not be shy to mention even seemingly small things as independent thought is what really matters.
I also took these questions as small caselets Interviewers sometimes will not mention that they are starting the case. In such situations do the following:
1. Keep it at the back of your mind a situation like this can arise (could be a discussion around placement process at ISB or any other topic under the sun)
2. Be structured in your communication. Again one mistake people do is that they apply structure only during cases. It is important to apply structure during PI as it makes the communication lucid, increases impact and makes it easier for the interviewer to understand you.
Round: Case Study Interview
Experience: A very small case (10 minutes).
Initial clarifications:
1. Current cost structure:
a. Engine: 20%
b. Chassis, Gear box etc: 25%
c. Body: 25%
d. Tires, glass etc: 30%
2. Time frame to achieve this task: He said time is not a factor as this is a really difficult thing and Ratan Tata would be happy if this can be achieved.
Hypothesis:
I said that there was no one dominant head on which I should concentrate and hence we should do the following:
1. Explore generic ways to reduce cost
2. Then arrive at decision criterion to apply a method to a particular cost component.
1. Generic ways to reduce cost:
a. Reduce price (Economies of scale and scope)
b. Reduce Volume of material to be consumed (with price being constant)
c. Redesign (say the engine as requirement for a low income person are different. For eg. He might just be
happy with a 600 cc engine vs a 1200 cc engine)
d. Use substitutes (say plastic/ polymers rather than metal)
2. Decision criterion to apply a particular method to a particular cost component
a. Degree of tech involvement (more suitable for engines and hence this really suggests that we should redesign
the engine and may be use some substitutes).
b. Degree of commoditization (more suitable for body and can also use substitutes)
Here I concluded that multiple methods could be applied to a cost component and hence this makes our task that much harder. Here he stopped me and said he was happy with the analysis.
Tips: 1. Case: I had initially said that based on a criterion, I will apply batches based on this interview experience only ONE method to a particular cost head (no reason why I assumed this). But based on our discussion, we could apply a mixture of 2 methods (he said apply the 80:20 rule). So it is okay to change your initial stand based on the discussion (it’s a blunder to stick to your initial assumptions especially if the discussion proves the assumptions wrong).
2. PI: Rohit Kapoor had told us, recruiters come here recruit humans and not gods. So it is OK to say simple things but say them with conviction.
Round: Case Study Interview
Experience: Client is a meat manufacturer operating in Europe. Their profits are falling for the last two years.
Initial clarification
1. Company has two products
a. Hams
b. Sausages
2. Only 3 players in the market. Client has 40% market share and other two players have 30% each. Clients market share has been falling (indicating that it is a revenue problem).
3. She also said that market size is not growing substantially.
Case Structure/ Discussion
1. Revenues
a. Product mix
i. The process to manufacture hams and sausages is very similar. Sausages are made from scarps left over from hams.
b. Price * Quantity (explained in the sections below)
2. Costs
a. Fixed
i. Allocation of overheads such as CEO salary
ii. Asked how fixed costs can be allocated. I said based on
1. Revenues
2. Volume
3. Number of employees in a division
b. Variable
i. Raw materials (she said there was no scope to reduce this)
3. Customers
a. Drivers of purchase
i. Only price.
ii. Quality of product is not a differentiator. Retailers were not ready to pay more for better quality products
iii. No Value added service can give any competitive advantage
iv. I concluded that this was a commodity product in a stable market
b. Customers are retailers who buy the meat, and sell it as their private label product
4. Competition
a. No new product was introduced in the past
b. No new channels were entered by competition
c. Competition had reduced the price of sausages by only $0.01. The customers (retail outlets) were so sensitive to price, that they were switching to competitor products (to both hams and sausages. So a wrong pricing decision in sausages had let to not only decrease in sales of sausages, but also affected sales of hams as consumers, in this case retailers, preferred to buy from one supplier to reduce their transaction costs.
The flaws in this method are
1. Fixed costs should not be a part of pricing decision (Basic managerial accounting funda)
2. With this method, their margin on sausages is 0. Hence they can not reduce prices according to this method.
I said if you exclude the fixed costs, then in % terms, sausages have a much higher margin. So there is a lot of scope in decreasing price.
Recommendations
1. Exclude Fixed costs from pricing decisions
2. Reduce prices in sausages
3. As process to manufacture both products is same, make one person in charge of both products. This will ensure that pricing
decisions are made in a rational manner. The whole problem cropped up as fixed costs had to be allocated between 2 products
and there were 2 line managers for the two products.
After completing the case, she said there were many other aspects to this problem. These were:
1. The client was operating in a small European country and had 4 plants. So closing down some of the plants was an option. (had enquired about this but she said that we should neglect it for the time being)
2. They could also look at entering foreign markets in Europe to boost sales (I had enquired about this)
3. Also, the sausage process was not efficient. So to improve it they could benchmark it to their ham operation.
Apparently the ham process was very efficient (she did not give reasons for why it was more efficient, probably because it accounted for 80% of revenues and hence received more attention). This was new insight to me as one always benchmarks a process to competitors, or to processes of similar products etc. But internal bench-marking was new to me.
4. This was a family owned business and not a listed company. Hence there were a lot of cultural issues which they had to resolve in terms of best management practices, mindset of the employees etc.
Tips: Just listen to what the interviewer says. She clearly wanted me to go to accounting and she dropped enough hints during the initial
stages of the interview.
Also, even though she was from BTO practice, she gave me a commodity product case. So the background of interviewer/ interviewee really does not matter. What they are looking for is the ability to analyze a problem from the case facts.
Round: Case Study Interview
Experience: An Indian conglomerate opened an IT company in Delhi and they have failed miserably. You are hired by the client to diagnose the situation and turn around the company.
Initial hints: It was clear from his narration that a drastic approach was required and the client had completely got the strategy wrong.
Initial clarifications:
1. Who is the Indian conglomerate and why did they enter the IT space?
a. Family owned business and hence there is lack of best management practices
b. They entered the IT space as it offered significant growth potential (diversification). They launched this business in 2000.
2. What are their products/ services?
a. Products
i. Healthcare (10-20% revenues)
ii. Knowledge management (20% revenues)
b. Services
i. Application Development and Maintenance (ADM) (60%-70% revenues)
At this point, I said I was not well versant with economic drivers of IT industry specifically the 2 product segments and ADM.
He then wanted me to explore how only services business could be expanded. He said services can be sold on
1. Specialization of a service which can be sold across verticals (e.g. desktop migration)
2. Verticalization (e.g. some mercury simulation service for auto industry)
In the feedback he said that my analysis was good but there was one thing I had missed. Instead of completely shutting down healthcare services, it could have been used to set up captive centers for companies and this could be spun off as an advisory service in offshoring practices.
Tips: Do not hedge your answers.
Skills:
College Name: Indian School Of Business (ISB)
Experience: The government of India wants to electrify all the villages. Can this task be achieved?
Initial clarification
Asked if there are any resource constraints and in what time we have to achieve this task. He simplified by saying time is not a
consideration and resources are limited and hence part of problem was to raise resources.
Case Structure/ Discussion
I made the following structure:
1. Resources
a. Public
b. Private partnership
c. Special purpose vehicles
2. Current level of rural electrification
a. Segregate states based on low density and high density
3. Regulatory constraints
a. Role of government. To be a regulator or also an implementor
4. Political costs in changing laws
a. Eg Will Left parties support privatization
Based on the above I suggested we will evaluate whether a centralized or a decentralized model should be followed.
He was happy but then said he was more interested in evaluating ground realities i.e. So I said, there are three parts to
electrification.
1. Increasing generation through
o Thermal
o Hydel
o Alternate sources
I said will concentrate on thermal as India as huge coal reserves they can be used more efficiently.
2. Transmission
o Who will lay down poles and cables? How will players be compensated?
3. Collection:
o Who takes responsibility? Private player or government.
o Tariff structures. Who will decide private player or government
I completely missed that collections in India are low due to corruption.
After the interview, I asked him whether this target is achievable. His take was that it is very difficult and Mckinsey is still evaluating various approaches. Hence this case is not supposed to have one answer.
Tips: In middle of my case, he told me to set aside my structure and just have a discussion. This was unexpected but not necessarily a bad thing. So do not get fazed. Also show by discussing policy implications (such as reaction of left parties to privatization), you can bring a wow moment in your case. Apply a layer of commonsense in your discussion.
Round: Other Interview
Experience: I had a 20 minute PI as interviewer knew CEO of Evalueserve (my last company). So there were a lot of questions around Evalueserve.
8. Had discussion around development of ISB (Interviewer was involved in writing the business plan of ISB). How it has
emerged and whether it has measured to his expectations.
Many of these questions can be asked to people who have worked in startups/ growing organizations (EVS was 70 people strong
when I joined them and within 2.5 years the employee strength was 600). So the challenges of a small vs. big, fledgling vs. growing organization are very diff. Some points I gave were (I do not know if it helps but you will get a flavor of some answers in this regard):
1. Challenges facing EVS today:
a. Increasing face to face communication between top management and new employees (I was fortunate enough to work with Marc but new employees do not get this chance and this has contributed to increase in employee turnover)
b. Increasing interaction between sales executives and teams (majority of sales executives had not even visited EVS offices and hence did not understand pressures of people working on projects).
c. Recruitment (EVS recruitment quality had dipped as now team leads/ AVPs who were not competent enough did this task. I admitted that I was conducting interviews and I thought that I needed 2-3 years of mentoring to be really effective).
Note that none of the above mentioned are really big points but they are original ones. Hence be honest, think hard about your experience and do not be shy to mention even seemingly small things as independent thought is what really matters.
I also took these questions as small caselets Interviewers sometimes will not mention that they are starting the case. In such situations do the following:
1. Keep it at the back of your mind a situation like this can arise (could be a discussion around placement process at ISB or any other topic under the sun)
2. Be structured in your communication. Again one mistake people do is that they apply structure only during cases. It is important to apply structure during PI as it makes the communication lucid, increases impact and makes it easier for the interviewer to understand you.
Round: Case Study Interview
Experience: A very small case (10 minutes).
Initial clarifications:
1. Current cost structure:
a. Engine: 20%
b. Chassis, Gear box etc: 25%
c. Body: 25%
d. Tires, glass etc: 30%
2. Time frame to achieve this task: He said time is not a factor as this is a really difficult thing and Ratan Tata would be happy if this can be achieved.
Hypothesis:
I said that there was no one dominant head on which I should concentrate and hence we should do the following:
1. Explore generic ways to reduce cost
2. Then arrive at decision criterion to apply a method to a particular cost component.
1. Generic ways to reduce cost:
a. Reduce price (Economies of scale and scope)
b. Reduce Volume of material to be consumed (with price being constant)
c. Redesign (say the engine as requirement for a low income person are different. For eg. He might just be
happy with a 600 cc engine vs a 1200 cc engine)
d. Use substitutes (say plastic/ polymers rather than metal)
2. Decision criterion to apply a particular method to a particular cost component
a. Degree of tech involvement (more suitable for engines and hence this really suggests that we should redesign
the engine and may be use some substitutes).
b. Degree of commoditization (more suitable for body and can also use substitutes)
Here I concluded that multiple methods could be applied to a cost component and hence this makes our task that much harder. Here he stopped me and said he was happy with the analysis.
Tips: 1. Case: I had initially said that based on a criterion, I will apply batches based on this interview experience only ONE method to a particular cost head (no reason why I assumed this). But based on our discussion, we could apply a mixture of 2 methods (he said apply the 80:20 rule). So it is okay to change your initial stand based on the discussion (it’s a blunder to stick to your initial assumptions especially if the discussion proves the assumptions wrong).
2. PI: Rohit Kapoor had told us, recruiters come here recruit humans and not gods. So it is OK to say simple things but say them with conviction.
Round: Case Study Interview
Experience: Client is a meat manufacturer operating in Europe. Their profits are falling for the last two years.
Initial clarification
1. Company has two products
a. Hams
b. Sausages
2. Only 3 players in the market. Client has 40% market share and other two players have 30% each. Clients market share has been falling (indicating that it is a revenue problem).
3. She also said that market size is not growing substantially.
Case Structure/ Discussion
1. Revenues
a. Product mix
i. The process to manufacture hams and sausages is very similar. Sausages are made from scarps left over from hams.
b. Price * Quantity (explained in the sections below)
2. Costs
a. Fixed
i. Allocation of overheads such as CEO salary
ii. Asked how fixed costs can be allocated. I said based on
1. Revenues
2. Volume
3. Number of employees in a division
b. Variable
i. Raw materials (she said there was no scope to reduce this)
3. Customers
a. Drivers of purchase
i. Only price.
ii. Quality of product is not a differentiator. Retailers were not ready to pay more for better quality products
iii. No Value added service can give any competitive advantage
iv. I concluded that this was a commodity product in a stable market
b. Customers are retailers who buy the meat, and sell it as their private label product
4. Competition
a. No new product was introduced in the past
b. No new channels were entered by competition
c. Competition had reduced the price of sausages by only $0.01. The customers (retail outlets) were so sensitive to price, that they were switching to competitor products (to both hams and sausages. So a wrong pricing decision in sausages had let to not only decrease in sales of sausages, but also affected sales of hams as consumers, in this case retailers, preferred to buy from one supplier to reduce their transaction costs.
The flaws in this method are
1. Fixed costs should not be a part of pricing decision (Basic managerial accounting funda)
2. With this method, their margin on sausages is 0. Hence they can not reduce prices according to this method.
I said if you exclude the fixed costs, then in % terms, sausages have a much higher margin. So there is a lot of scope in decreasing price.
Recommendations
1. Exclude Fixed costs from pricing decisions
2. Reduce prices in sausages
3. As process to manufacture both products is same, make one person in charge of both products. This will ensure that pricing
decisions are made in a rational manner. The whole problem cropped up as fixed costs had to be allocated between 2 products
and there were 2 line managers for the two products.
After completing the case, she said there were many other aspects to this problem. These were:
1. The client was operating in a small European country and had 4 plants. So closing down some of the plants was an option. (had enquired about this but she said that we should neglect it for the time being)
2. They could also look at entering foreign markets in Europe to boost sales (I had enquired about this)
3. Also, the sausage process was not efficient. So to improve it they could benchmark it to their ham operation.
Apparently the ham process was very efficient (she did not give reasons for why it was more efficient, probably because it accounted for 80% of revenues and hence received more attention). This was new insight to me as one always benchmarks a process to competitors, or to processes of similar products etc. But internal bench-marking was new to me.
4. This was a family owned business and not a listed company. Hence there were a lot of cultural issues which they had to resolve in terms of best management practices, mindset of the employees etc.
Tips: Just listen to what the interviewer says. She clearly wanted me to go to accounting and she dropped enough hints during the initial
stages of the interview.
Also, even though she was from BTO practice, she gave me a commodity product case. So the background of interviewer/ interviewee really does not matter. What they are looking for is the ability to analyze a problem from the case facts.
Round: Case Study Interview
Experience: An Indian conglomerate opened an IT company in Delhi and they have failed miserably. You are hired by the client to diagnose the situation and turn around the company.
Initial hints: It was clear from his narration that a drastic approach was required and the client had completely got the strategy wrong.
Initial clarifications:
1. Who is the Indian conglomerate and why did they enter the IT space?
a. Family owned business and hence there is lack of best management practices
b. They entered the IT space as it offered significant growth potential (diversification). They launched this business in 2000.
2. What are their products/ services?
a. Products
i. Healthcare (10-20% revenues)
ii. Knowledge management (20% revenues)
b. Services
i. Application Development and Maintenance (ADM) (60%-70% revenues)
At this point, I said I was not well versant with economic drivers of IT industry specifically the 2 product segments and ADM.
He then wanted me to explore how only services business could be expanded. He said services can be sold on
1. Specialization of a service which can be sold across verticals (e.g. desktop migration)
2. Verticalization (e.g. some mercury simulation service for auto industry)
In the feedback he said that my analysis was good but there was one thing I had missed. Instead of completely shutting down healthcare services, it could have been used to set up captive centers for companies and this could be spun off as an advisory service in offshoring practices.
Tips: Do not hedge your answers.
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. Are you comfortable working in teams? What kind of team size have you led?
- Q2. Give me a team work example where you faced a problem and how did you resolve it?
- Q3. A discussion regarding corporate social responsibility function in organizations
- Q4. Give me a leadership example?
- Q5. What are the two qualities you value in a leader?
- Q6. Describe a situation of failure in team leadership? What did you learn from it? How would you prevent such a situation from occurring again?
- Q7. Long term goals?
- Q8. A general discussion regarding the placement policy at ISB, changes from previous years and its impact on the School going forward
- Q9. Run me through your resume
- Q10. Why consulting?
- Q11. What are the key things you would look out for while making a decision to choose your employer?
Interview Preparation Tips
Round: Case Study Interview
Experience: How would you evaluate the first year revenue potential for a new investment in the business of leasing cranes for commercial buildings in Beijing? The interviewer gave a background that commercial building activity was coming up at a frantic pace in Beijing.
Clarification questions:
Are there any investment constraints on capital investment?
What is the investment horizon?
Structure:
- Identification of revenue streams
- Estimation of demand for the identified revenue streams
- Determining competitive landscape for similar services being provided by existing competition and potential competitors
- Based on the above analysis and specific competence area of the Company, determine the market share that the new Company
could achieve in one year’s time.
Revenue streams:
- Income from renting/leasing of cranes
- Regular
- Overtime
Income was basically broken up into - Price X Volume. Since the price could vary significantly across the regular and overtime.
Demand estimation (Volume – Number of buildings)
The interviewer asked me to identify three approaches in which demand estimation could be done. This was further broken down into new infrastructure and replacement infrastructure. Again, here the interviewer asked me to concentrate only on new infrastructure.
- Top down approach – Using Macroeconomic factors
Growth rate expected in the region -> Level of infrastructure investment required to sustain expected growth rate -> Number of new investments in building for given investment -> Supply constraints in terms of area available, number of construction companies, manpower required, capital/credit availability etc. to be accounted for -> Determine number of buildings that are expected to be constructed in the next one year.
- Bottom up approach – Using Supply based factors
Determine the real estate space available for development -> Identify area that could be developed in the next one year based on other supply constraints -> determine the number of buildings that would be developed given average building size (based on historical data and regulatory guideline) in the next one year.
- Using analyst data
We then decided to crack the numbers using the second approach:
The buildings have to be developed in a square real estate space measuring 3 sq. km. (assume end to end coverage)
Regulatory requirement – Only 1/3 can be developed
Average building size - 150 x 150 sq. m
Number of buildings that can be developed:
(1000 X 1000)/(150 X 150) = approximately 49 (7 X 7) streams, I identified these discreetly.
- Ancillary services from the business
Interviewer asked me to concentrate only on regular income from leasing of cranes.
Tips: Since PI + Case appears to be a compensatory model, If you haven’t done well in one, try and do well in the other if you have the
chance to.
Round: Case Study Interview
Experience: A small hospital chain is looking to expand geographically. What would be the decision criteria / metrics that you would look at to prioritize the locations?
Few clarification questions:
- What kind of hospital is this? General or specialist? General
- What kind of reach does it currently have? One metro
- Is the amount of investment a constraint? No
I structured the problem essentially in two parts:
1. As a financial problem, trying to derive the maximum net present value from investment in each geography/location.
- Revenue: Market potential which would require demand estimation, existing penetration by existing players and opportunities to take share from existing players based on this hospital chain’s competencies.
- Costs: Cost involved in entering each geography since these are likely to be different.
2. Strategic decision to preempt competition in terms of resources such as location, doctors as well as customers since capacity utilization is one of the major drivers in this business.
- Analysis of competition, both existing and potential(based on competitive intelligence)
There was discussion regarding demand estimation in each location.
Population -> Income classification -> Disease incidence in relevant income bracket (no numbers, just a discussion).
We discussed alternatives if disease incidence data is not available.
I suggested we could draw benchmarks from similar countries where this data was available or data from developed countries
during their developing stage.
Remaining was an open ended discussion. The interviewer then asked me to make an assessment, based on my general knowledge and reading, about the locations I would consider this hospital should foray into.
Tips: Gauge the interviewer’s intent!!
Round: Case Study Interview
Experience: Life Insurance Company which has been in India for a few years wants to understand whether there is a real opportunity in this business in India and what are the strategic options available to it.
Structured the problem in the following way:
- Determine the market size.
- Identify the degree of regulation in the industry and its impact.
- Identify the current levels of penetration & therefore the existing potential.
- Determine the level of existing and potential competition.
- Based on own strengths identify the strategic options as below:
- Exit market.
- Stay in market – to determine whether to operate on scale or niche.
We proceeded with market sizing:
No of households -> No of households with required income capacity -> Percentage of income saved -> percentage of saving
used on insurance.
The interviewer then focused on whether the market opportunity was only as much as the current sizing or whether there was
potential to improve the same. We explored this line of thought.
Major reason for life insurance policy in India : Savings
Then we analyzed what uses are the total savings of an Indian household put to:
- Deposits
- Mutual funds
- Real estate
- Insurance (12%)
- Others
Deposits & mutual funds represented a clear opportunity for increasing the market size for insurance. I identified that we could use data from other developing markets to understand the savings behavior and potential for insurance. Interviewer clarified that in similar economies about 30% saving were being spent on insurance.
Calculated the real market opportunity with 30% savings and identified that opportunity exists given the current levels of penetration.
Tips: Persistence!!!
Round: Case Study Interview
Experience: Case 1
The case was relating to the baby food segment (product like cerelac) market in India for which the potential was visibly huge since 80-90% of the children in the 1-2 years old segment who this segment serves lacked the nutrient requirement and 40-50% the calorie requirement. The interviewer wanted the following things to be done:
- Identify the market potential for this segment
- Delineate the marketing plan for a fast moving consumer goods player (like HLL) to enter this industry
Market sizing:
Population (1 billion) -> Children in the 1-2 years old segment (1.5%) -> Identify daily requirement per child (80 gms per day) -> Determine pack size to calculate market for number of packs (400 gms) -> Requirement came to 1.08 million packs of ₹100 each i.e. ₹108 billion.
I also identified that we would need to identify the future potential
going forward as well through the population growth rate and
more importantly growth rate in the Children in the 1-2 years old
segment due to the favorable demographics in India. A proxy for
that could be taken to be the birth rate. (we did not build this into
the calculation)
The interviewer informed me that the market was served only to the extent of ₹1 billion.
I identified that the reason was that monthly expenditure required was ₹600 (80 gms x 30 days x ₹100 per pack/400 gms per pack) whereas the average spending capacity of the parents of these children on this food was ₹200 per month. Therefore, pricing was a critical barrier.
Marketing plan:
Build the following non compensatory structure for the marketing plan i.e. the final reach of the product would be a function of the following three variables:
% of Aware population X % of population that can afford the product X % of population that is reached by the distribution
channel = Market share
I then explored ideas for improvement of each of these:
Increasing awareness: Through the following three initiatives:
- Tying up with Non governmental organizations involved in reaching this segment.
- Information dissemination by tying up with the extensive Public health infrastructure (since the Government is likely to have an incentive in such an initiative).
- FMCG’s own publicity initiatives such as media, radio etc.
Increasing affordability:
Internal measures: Identified major cost components where cost reduction measures could be taken:
- Raw materials: 30% of cost
Using recipes of local product variants with same nutrient and calorie value which utilize lower cost raw materials.
- Manufacturing : 20% of cost
This cost could be reduced through product innovation.
- Taxes & duties: 15% (refer external measures)
External measures: Seeking relief from the government on various tax components in the cost structure. This could shave costs to the extent of 12-15% (since the Government is likely to have an incentive in such an initiative).
Availability: Being a major FMCG player, it was assumed that the Company has a sufficient and capable distribution network.
Case 2
Market sizing for a drug used during surgeries in ICU
Determine the number of hospitals that would have ICU -> Determine the number of ICUs -> Utilization % of the ICUs (60%)->Proportion of surgeries which require the use of this drug (30%)->Average usage per day ( ₹5000 per day)
Tips: You need to put structure for problem diagnosis as well as case solution. Clearly very helpful and puts across a structured thinking
process all throughout!!
Round: Case Study Interview
Experience: The Tatas Rs 100,000 car requires substantial cost reduction measures from the Rs 150,000 Indica materials cost. How will you go about analyzing the cost reduction plan?
Structure:
- Identify the various cost components and proportion of costs they represented.
- Determine cost components which are avoidable due to fewer facilities/accessories that are likely to be provided than in the
Indica. Identify cost reduction from this.
- Explored cost reduction possibilities for all materials components based on 80/20 rule.
We discussed the following options for each component (engine, axle & gear, auto components & plastic body parts) :
- Aggregation benefits due to larger scale at which these cars will be manufactured. The interviewer mentioned these had already
been exhausted to the maximum possible.
- Explored whether each of the components were manufactured internally or externally. Wherever possible, identified cost differentials between internal and external manufacture. The interviewer informed me that there were significant cost differential in in-house and third party manufacture in case of axles & gear, in-house production cost being significantly lower.
I tried to veer the discussion towards possible reasons for cost differential, however, the interviewer asked me to consider corrective action for this problem.
We then discussed following two corrective actions:
- All axle & gear production could be transferred in-house. However, I identified that this was already running to capacity.
Therefore, this was considered as a long term option and identified that significant investment would be required to consider this option.
- Work with the suppliers to transfer best practices from in-house production to the supplier to reduce his cost of production.
Interviewer terminated the case discussion at this point saying that we had figured out the general format in which to proceed which was sufficient.
Tips: Gauge the interviewer’s mood and try to change course/track accordingly.
Round: Case Study Interview
Experience: Cheque processing facility of a bank had the following operation:
Receive cheques at branches, collect all cheques, send then to a processing centre and processing centre would enter all cheque details in the system forward the cheques to RBI clearing house. RBI now requires scanned images of the cheques instead of physical copies. There are two options available to meet this requirement:
- Option A: Receive cheques at branches, scan at branches, send scanned images to the processing centre as and when they were scanned. Processing centre would enter all details as earlier and forward the images to RBI clearing house by 4 p.m.
- Option B: Receive cheques at branches, forward physical cheques to the processing centre by 10 a.m. PC would scan as
well as enter all cheque details and forward the images to RBI clearing house by 4 p.m. How will you evaluate which option to choose from? First up, I clarified cheques from how many locations were being aggregated at the processing center. The interviewer clarified that there were 150 branches.
I discussed with the interviewer that I would like to analyze the problem along two dimensions:
- Time taken under both options
- Incremental cost to be incurred under the two options
After doing a costing analysis under both the options, I concluded that taking only costs into account, Option B would be more cost efficient.
The interviewer asked me to make an assessment of which of the above two options I would take. Here I brought in some operations perspective on aggregation of scanning process at the PC.
Tips: Genuine inclination to want to solve the problem has to come across. Most of the time, number of questions you ask and how persistently you are at it reflects that. So keep at it!!
Round: Case Study Interview
Experience: This one really rattled me…especially at that stage of the process.
Very intense case interview.
Client is a Financial planning & management software company with the following revenue streams
Products:
- Large enterprises – highly customized, large business customers, direct sales force used
- SMEs – industry specific package- sold through dealers/ distributors
- Individual customers through regular off the shelf retail channels.
Services: IT consulting – maintenance & support.
Question 1: Declining revenue and profitability. What kind of data analysis would you perform in order to identify the source of
decline?
a. Products vs. Service
b. Along large, SME, Individual customer base under products
c. Geographical segments
d. Sales force effectiveness analysis
e. Industry segment wise analysis
f. Whether we are losing old customers or not getting new customers
Question 2: Assume Enterprise segment is losing revenue. What hypothesis can you generate …Broke these down into two parts:
Internal causes:
Product based + People based (developers,salesmen)
a. Lack of scalability of the product
b. Perceived quality of product/service not optimum
c. Sales force incentives not appropriate
d. Lack of ability to technical staff to understand customer requirements.
External causes: Explored these on the following three lines Competition + Customers + Context
a. Change in requirement of consumers/obsolescence of product
b. Competitor actions on pricing
c. Changes in customer industry regulation
He asked me to come up with atleast 15 reasons, don’t know how many I came up with, but I tried to think along this structured
fashion.
Question 3 : Suppose you find out that the sales force has been spending more time selling simpler product to SME than attend larger customers…enterprise product needs greater effort. what would you do…?
Identified the indifference point for the sales men between the two incentive structures and accordingly change incentive structure… Did the calculation and then he asked me for other ways in which it could be implemented other than through change in incentives.
Tips: Think aloud whenever hypothesis driven interviews are posed at you…and persistence pays!!
General Tips: 1. Keep a strategic perspective.
2. Be persistent while through the whole interview.
Skills:
College Name: Indian School Of Business (ISB)
Experience: How would you evaluate the first year revenue potential for a new investment in the business of leasing cranes for commercial buildings in Beijing? The interviewer gave a background that commercial building activity was coming up at a frantic pace in Beijing.
Clarification questions:
Are there any investment constraints on capital investment?
What is the investment horizon?
Structure:
- Identification of revenue streams
- Estimation of demand for the identified revenue streams
- Determining competitive landscape for similar services being provided by existing competition and potential competitors
- Based on the above analysis and specific competence area of the Company, determine the market share that the new Company
could achieve in one year’s time.
Revenue streams:
- Income from renting/leasing of cranes
- Regular
- Overtime
Income was basically broken up into - Price X Volume. Since the price could vary significantly across the regular and overtime.
Demand estimation (Volume – Number of buildings)
The interviewer asked me to identify three approaches in which demand estimation could be done. This was further broken down into new infrastructure and replacement infrastructure. Again, here the interviewer asked me to concentrate only on new infrastructure.
- Top down approach – Using Macroeconomic factors
Growth rate expected in the region -> Level of infrastructure investment required to sustain expected growth rate -> Number of new investments in building for given investment -> Supply constraints in terms of area available, number of construction companies, manpower required, capital/credit availability etc. to be accounted for -> Determine number of buildings that are expected to be constructed in the next one year.
- Bottom up approach – Using Supply based factors
Determine the real estate space available for development -> Identify area that could be developed in the next one year based on other supply constraints -> determine the number of buildings that would be developed given average building size (based on historical data and regulatory guideline) in the next one year.
- Using analyst data
We then decided to crack the numbers using the second approach:
The buildings have to be developed in a square real estate space measuring 3 sq. km. (assume end to end coverage)
Regulatory requirement – Only 1/3 can be developed
Average building size - 150 x 150 sq. m
Number of buildings that can be developed:
(1000 X 1000)/(150 X 150) = approximately 49 (7 X 7) streams, I identified these discreetly.
- Ancillary services from the business
Interviewer asked me to concentrate only on regular income from leasing of cranes.
Tips: Since PI + Case appears to be a compensatory model, If you haven’t done well in one, try and do well in the other if you have the
chance to.
Round: Case Study Interview
Experience: A small hospital chain is looking to expand geographically. What would be the decision criteria / metrics that you would look at to prioritize the locations?
Few clarification questions:
- What kind of hospital is this? General or specialist? General
- What kind of reach does it currently have? One metro
- Is the amount of investment a constraint? No
I structured the problem essentially in two parts:
1. As a financial problem, trying to derive the maximum net present value from investment in each geography/location.
- Revenue: Market potential which would require demand estimation, existing penetration by existing players and opportunities to take share from existing players based on this hospital chain’s competencies.
- Costs: Cost involved in entering each geography since these are likely to be different.
2. Strategic decision to preempt competition in terms of resources such as location, doctors as well as customers since capacity utilization is one of the major drivers in this business.
- Analysis of competition, both existing and potential(based on competitive intelligence)
There was discussion regarding demand estimation in each location.
Population -> Income classification -> Disease incidence in relevant income bracket (no numbers, just a discussion).
We discussed alternatives if disease incidence data is not available.
I suggested we could draw benchmarks from similar countries where this data was available or data from developed countries
during their developing stage.
Remaining was an open ended discussion. The interviewer then asked me to make an assessment, based on my general knowledge and reading, about the locations I would consider this hospital should foray into.
Tips: Gauge the interviewer’s intent!!
Round: Case Study Interview
Experience: Life Insurance Company which has been in India for a few years wants to understand whether there is a real opportunity in this business in India and what are the strategic options available to it.
Structured the problem in the following way:
- Determine the market size.
- Identify the degree of regulation in the industry and its impact.
- Identify the current levels of penetration & therefore the existing potential.
- Determine the level of existing and potential competition.
- Based on own strengths identify the strategic options as below:
- Exit market.
- Stay in market – to determine whether to operate on scale or niche.
We proceeded with market sizing:
No of households -> No of households with required income capacity -> Percentage of income saved -> percentage of saving
used on insurance.
The interviewer then focused on whether the market opportunity was only as much as the current sizing or whether there was
potential to improve the same. We explored this line of thought.
Major reason for life insurance policy in India : Savings
Then we analyzed what uses are the total savings of an Indian household put to:
- Deposits
- Mutual funds
- Real estate
- Insurance (12%)
- Others
Deposits & mutual funds represented a clear opportunity for increasing the market size for insurance. I identified that we could use data from other developing markets to understand the savings behavior and potential for insurance. Interviewer clarified that in similar economies about 30% saving were being spent on insurance.
Calculated the real market opportunity with 30% savings and identified that opportunity exists given the current levels of penetration.
Tips: Persistence!!!
Round: Case Study Interview
Experience: Case 1
The case was relating to the baby food segment (product like cerelac) market in India for which the potential was visibly huge since 80-90% of the children in the 1-2 years old segment who this segment serves lacked the nutrient requirement and 40-50% the calorie requirement. The interviewer wanted the following things to be done:
- Identify the market potential for this segment
- Delineate the marketing plan for a fast moving consumer goods player (like HLL) to enter this industry
Market sizing:
Population (1 billion) -> Children in the 1-2 years old segment (1.5%) -> Identify daily requirement per child (80 gms per day) -> Determine pack size to calculate market for number of packs (400 gms) -> Requirement came to 1.08 million packs of ₹100 each i.e. ₹108 billion.
I also identified that we would need to identify the future potential
going forward as well through the population growth rate and
more importantly growth rate in the Children in the 1-2 years old
segment due to the favorable demographics in India. A proxy for
that could be taken to be the birth rate. (we did not build this into
the calculation)
The interviewer informed me that the market was served only to the extent of ₹1 billion.
I identified that the reason was that monthly expenditure required was ₹600 (80 gms x 30 days x ₹100 per pack/400 gms per pack) whereas the average spending capacity of the parents of these children on this food was ₹200 per month. Therefore, pricing was a critical barrier.
Marketing plan:
Build the following non compensatory structure for the marketing plan i.e. the final reach of the product would be a function of the following three variables:
% of Aware population X % of population that can afford the product X % of population that is reached by the distribution
channel = Market share
I then explored ideas for improvement of each of these:
Increasing awareness: Through the following three initiatives:
- Tying up with Non governmental organizations involved in reaching this segment.
- Information dissemination by tying up with the extensive Public health infrastructure (since the Government is likely to have an incentive in such an initiative).
- FMCG’s own publicity initiatives such as media, radio etc.
Increasing affordability:
Internal measures: Identified major cost components where cost reduction measures could be taken:
- Raw materials: 30% of cost
Using recipes of local product variants with same nutrient and calorie value which utilize lower cost raw materials.
- Manufacturing : 20% of cost
This cost could be reduced through product innovation.
- Taxes & duties: 15% (refer external measures)
External measures: Seeking relief from the government on various tax components in the cost structure. This could shave costs to the extent of 12-15% (since the Government is likely to have an incentive in such an initiative).
Availability: Being a major FMCG player, it was assumed that the Company has a sufficient and capable distribution network.
Case 2
Market sizing for a drug used during surgeries in ICU
Determine the number of hospitals that would have ICU -> Determine the number of ICUs -> Utilization % of the ICUs (60%)->Proportion of surgeries which require the use of this drug (30%)->Average usage per day ( ₹5000 per day)
Tips: You need to put structure for problem diagnosis as well as case solution. Clearly very helpful and puts across a structured thinking
process all throughout!!
Round: Case Study Interview
Experience: The Tatas Rs 100,000 car requires substantial cost reduction measures from the Rs 150,000 Indica materials cost. How will you go about analyzing the cost reduction plan?
Structure:
- Identify the various cost components and proportion of costs they represented.
- Determine cost components which are avoidable due to fewer facilities/accessories that are likely to be provided than in the
Indica. Identify cost reduction from this.
- Explored cost reduction possibilities for all materials components based on 80/20 rule.
We discussed the following options for each component (engine, axle & gear, auto components & plastic body parts) :
- Aggregation benefits due to larger scale at which these cars will be manufactured. The interviewer mentioned these had already
been exhausted to the maximum possible.
- Explored whether each of the components were manufactured internally or externally. Wherever possible, identified cost differentials between internal and external manufacture. The interviewer informed me that there were significant cost differential in in-house and third party manufacture in case of axles & gear, in-house production cost being significantly lower.
I tried to veer the discussion towards possible reasons for cost differential, however, the interviewer asked me to consider corrective action for this problem.
We then discussed following two corrective actions:
- All axle & gear production could be transferred in-house. However, I identified that this was already running to capacity.
Therefore, this was considered as a long term option and identified that significant investment would be required to consider this option.
- Work with the suppliers to transfer best practices from in-house production to the supplier to reduce his cost of production.
Interviewer terminated the case discussion at this point saying that we had figured out the general format in which to proceed which was sufficient.
Tips: Gauge the interviewer’s mood and try to change course/track accordingly.
Round: Case Study Interview
Experience: Cheque processing facility of a bank had the following operation:
Receive cheques at branches, collect all cheques, send then to a processing centre and processing centre would enter all cheque details in the system forward the cheques to RBI clearing house. RBI now requires scanned images of the cheques instead of physical copies. There are two options available to meet this requirement:
- Option A: Receive cheques at branches, scan at branches, send scanned images to the processing centre as and when they were scanned. Processing centre would enter all details as earlier and forward the images to RBI clearing house by 4 p.m.
- Option B: Receive cheques at branches, forward physical cheques to the processing centre by 10 a.m. PC would scan as
well as enter all cheque details and forward the images to RBI clearing house by 4 p.m. How will you evaluate which option to choose from? First up, I clarified cheques from how many locations were being aggregated at the processing center. The interviewer clarified that there were 150 branches.
I discussed with the interviewer that I would like to analyze the problem along two dimensions:
- Time taken under both options
- Incremental cost to be incurred under the two options
After doing a costing analysis under both the options, I concluded that taking only costs into account, Option B would be more cost efficient.
The interviewer asked me to make an assessment of which of the above two options I would take. Here I brought in some operations perspective on aggregation of scanning process at the PC.
Tips: Genuine inclination to want to solve the problem has to come across. Most of the time, number of questions you ask and how persistently you are at it reflects that. So keep at it!!
Round: Case Study Interview
Experience: This one really rattled me…especially at that stage of the process.
Very intense case interview.
Client is a Financial planning & management software company with the following revenue streams
Products:
- Large enterprises – highly customized, large business customers, direct sales force used
- SMEs – industry specific package- sold through dealers/ distributors
- Individual customers through regular off the shelf retail channels.
Services: IT consulting – maintenance & support.
Question 1: Declining revenue and profitability. What kind of data analysis would you perform in order to identify the source of
decline?
a. Products vs. Service
b. Along large, SME, Individual customer base under products
c. Geographical segments
d. Sales force effectiveness analysis
e. Industry segment wise analysis
f. Whether we are losing old customers or not getting new customers
Question 2: Assume Enterprise segment is losing revenue. What hypothesis can you generate …Broke these down into two parts:
Internal causes:
Product based + People based (developers,salesmen)
a. Lack of scalability of the product
b. Perceived quality of product/service not optimum
c. Sales force incentives not appropriate
d. Lack of ability to technical staff to understand customer requirements.
External causes: Explored these on the following three lines Competition + Customers + Context
a. Change in requirement of consumers/obsolescence of product
b. Competitor actions on pricing
c. Changes in customer industry regulation
He asked me to come up with atleast 15 reasons, don’t know how many I came up with, but I tried to think along this structured
fashion.
Question 3 : Suppose you find out that the sales force has been spending more time selling simpler product to SME than attend larger customers…enterprise product needs greater effort. what would you do…?
Identified the indifference point for the sales men between the two incentive structures and accordingly change incentive structure… Did the calculation and then he asked me for other ways in which it could be implemented other than through change in incentives.
Tips: Think aloud whenever hypothesis driven interviews are posed at you…and persistence pays!!
General Tips: 1. Keep a strategic perspective.
2. Be persistent while through the whole interview.
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
3 Interview Rounds
Interview Preparation Tips
Round: Case Study Interview
Experience: We started the interview with a 3-4 minute chat about how painful it can be in the morning to travel and start working right away (He had just arrived).
He then quizzed me about leadership instances at work and in academic career; then I took him into what he believed leadership was. We had a long chat about why leadership was important in consulting. We also spoke about how I was to translate a very explicit form of leadership displayed at work (I was leading operations in a factory) to an implicit environment (like consulting). We talked about what leadership skills are transferable and ones which are not.
The case was about a global heavy vehicle manufacturer. The firm was planning to enter India; my job was to devise a strategy for it. A simple case to begin with I thought, but I knew very well that the challenges are higher in a simple case.
I started off with a simple framework (nothing great, decided the marketing mix and the way to enter – organic was the better route). I also identified the capabilities of the manufacturer that could be transferred to this setting. This went on for about 10 minutes. Here it was important to structure the problem well, following a MECE structure. I also shared some experience of a project with him that we had done in Competitive strategy project that we had done on cars and shared some uniqueness of thenIndian market with him. I am not covering this in detail as it was pretty standard and I just had to do the basics right. Then he told me to size the truck market in India. I told him that I will follow the stock method of analysis, by which I will estimate the number of trucks currently in operation throughout India. Since I was doing a demand side analysis, I divided the trucks into
variable loads (where capacity utilization is less than equal to 100%) or fixed loads (construction equipment carriers, petrol loads, car containers, etc.). He said that they normally don’t do it this way but he wanted me to proceed as he found it interesting.
Then, he told me that he wanted me to do it for the car carriers for paucity of time. I went ahead and assumed a certain number of carriers that are bought every year (the number wasn’t important, I assumed 1000 for ease of analysis). I understood the supply chain from him and he explained the dealer system to me. Then, I told him that I will assume steady state, as in the number of cars sold are the number of cars manufactured and distributed. I then divided it as per the number of manufacturers, number and location of manufacturing locations, distance, speed distribution, capacity of trucks, capacity utilization, number of hours driven in a day, maintenance days and the average number of days that a truck is driven in a year to arrive at the number of trips made and hence, the number of trucks that were plying. It was important to note that the trucks generally came back completely empty. I also told him that the transporters will like to keep some number of trucks on a standby. He asked me to estimate that as well. I gave him a framework to analyze that. I gave him a framework depending on locations, routes, failure time and MTBFs. He was ok with that. The case was extremely quantitative and was very intensive numerically. I also did a sensitivity analysis on one of the
parameters showing him that the whole estimate was sensitive to a few parameters.
Then, I told him that if I link both the cases together, then it gives me an interesting sight into what value proposition the truck
manufacturer can give to the Indian transporters. I told him that let’s look at each of the variables that I had estimated earlier and
see whether we can reduce them. Then, I said that we can try to increase the mileage and increase the size of the truck as well. Then, I told him that both the things might be inversely related. It can also be done that the truck speed can be increased on the back journey. Maintenance days can be decreased. He asked me for a few creative recommendations, which I gave – I don’t really remember them now but the method was as stated above.
Then, he asked me for a feedback about the case and discussion overall. I told him about how different the case would have been
had the case between about variable loads. He was ok with it.
He then told me to ask him a question. I asked him about the project specifically and to what detail McKinsey went. I also asked him how McKinsey keeps a tab on how clients implement suggestions. The overall case lasted about 25 minutes. I then linked it with one of the questions asked in the personal interview. I told him that it is a challenge that line managers like us will face in a
consulting environment, wherein we do not necessarily get to implement. Then, I shared a few jokes that I had played with consultants (mostly technical) and how it might be my turn to be on the receiving end now.
Tips: I think the skill that was being tested here was how comfortable I was with the interviewer in the beginning. It was important to engage him in a fruitful conversation that is argumentative but not confrontational. I think basic presence and communication skills were being tested here. Overall, the whole experience lasted about 10 minutes, and when he was convinced that I was comfortable enough, we went into the case.
It is important to be your natural self in the interview. Comfort with numbers is absolutely crucial. It is also important that when using creativity, structure should not be lost. Never shoot ideas of the hat, always be structured. It is important to see and address the body language of the interviewer. The basic thing that works is that one should focus on bringing out one’s strengths in the interview. My strengths lay in creativity, structuring and quick calculations (which I specifically tried to bring out in the interview). Your strengths (preparation will yield that) could be very different and you should try to bring them out. It is very important to remain cool after the interview since one might get a feeling that he’s not done well but the results could be just the other way round!
Round: Case Study Interview
Experience: We started the interview with a conversation about my career at IIT and my times in Cuttack (Orissa), my hometown. He was hooked onto my JEE rank and asked me why the number was unique. I don’t think he wanted a particularly great answer but he wanted to check my ability to think on my feet. He asked to give him 5 different uniquenesses.
He also asked me why Cuttack wasn’t doing as well as a Bhubaneswar. To this I replied taking geographic, political, cultural and economic reasons into account. We then discussed about my Summer Project with Reckitt Benckiser (this was an automation project with a FMCG major). He asked me to explain the labor implications of implementing automation. He then went ahead to ask me my experiences in dealing with unionized labor at ITC. He was also interested in one of the papers that I had written about
BOP and presented at XLRI. This was about how to bring your best people to the BOP. He asked me to explain the paper and then told me to explain how useful it can be to the corporate world. My observation had told me that he was very practical and won’t like flowery answers that this is the idea of the millennium! I gave him all the strengths and weaknesses of the idea (and real ground level ones) in implementation.
After that he asked me why I was looking forward to a consulting career. I told him that it links well to my long term goal, which is
leading a NGO. I told him that this is one of the reasons that McKinsey stands out for me as a firm, with all the public policy and
pro-bono work. We discussed a bit about India’s policy change from the ‘50s to the ‘70s. I gave him some funda about what I had
seen in the Commanding Heights video, though he was doing most of the talking.
He was visibly happy with the fact that I said public policy (Later I realized that he specializes in public policy at McK) and told me
that he will give me a case on it. The whole experience lasted 15 minutes.
He started off the case asking me what I knew about the Bharat Nirman Project. I told him that my knowledge is limited to what I have read in the papers over the past few weeks and I do not know in detail about it. He told me that this case will enhance my
learning about the challenges facing somebody working in public policy.
The case was about rural electrification. He said the objective of the central government has now shifted to putting an electric bulb in every Indian home by Feb, 2008. He asked me how the Government should go about it.
I started off telling him that the idea looked unrealistic to me. Assuming that 1 billion is the Indian population and 65% lived in
villages, 650 million is the current rural population. Assuming that there are 5 members per rural household, there are 130 million
households. Then assuming that 30% of rural India is electrified, 91 million households remain. We just have two years, which is
approximately 700 days. Even if we work throughout, 1.3 lakh households have to be electrified every day. This is by no means
easy. Add to this fact that there is huge geographic dispersion and the current state of the SEBs, the plan looks nonviable. I told him that I found it impractical. To this he replied saying that most public policy projects are such. They lack thinking about the design phase itself. He asked me to go ahead with the problem assuming it is doable.
I approached the problem saying that I would see the project from three standpoints – economic, organizational and operational. On the operational point, I would divide the project into generation and T&D phases. On the economic standpoint, I would look at the ways and means to fund this project. On the organizational front, I would like to see who would own this project. Here, he told me that the question should not be treated like any other consulting case and he is looking for completely creative solutions.
I asked him whether I should go ahead with the analysis the way I had structured or he wanted me to do something different. He
replied that he is looking for specifically the Generation area. I told him that when it comes to generation, there are four issues
that need to be looked at – Performance of conventional energy generation units, New conventional energy units, isolated units and non-conventional sources of energy. He said that I should discuss the non-conventional energy sources first.
I told him that I was aware of solar, wind and bagas (sugarcane by product). He asked me to describe the economics of Solar. I showed it to him that at the current rate, it’s unprofitable. Then, we went to Wind energy. I told him that the issues to look for
here are technology, fixed costs and practical viability (availability of areas) where they can be installed. We discussed each one of them in greater detail from then on.
I told him that when it comes to buying technology, it would be very costly and technology transfer has to be on a mutual basis.
Then, we went it to the details of the windmill technology and its advantages in the Indian context. He was doing most of the talking here.
He asked me to do a commercial evaluation of all these technologies. I did the same considering three parameters – speed (because the industry has an external effect), cost and future viability (to incorporate learning curve effects). After shedding some light on each one of them, he asked me to move on to the funding aspect in generation.
I told him that the money here can be drawn from four areas – government, Indian private, Foreign players and debtors. I told him how each one of them was different (most of the logic was thought on the spot). We then discussed about the amount of privatization that should be allowed. I was of the opinion that wherever private participation is allowed, it should be in both R&D and generation. Having only one of them was not of any use. He didn’t agree to it and he was of the opinion that we weren’t ready yet. We closed the interview on an argumentative note.
He asked me to ask a question at the end. I asked him what kind of persuasive powers consultants enjoy when it comes to public policy projects. He smiled and gave me a lot of insight into public policy consulting. He appreciated the fact at the end of the interview that I could make people talk. The whole experience lasted close to 20 mins.
Tips: Keep yourself cool. Show a good understanding of the things happening around you (may not be knowledge, but an opinion usually helps). Do not try to throw facts when they amount to nothing!
Round: Case Study Interview
Experience: He asked me about the problems that dealing with a union entails. There were a few more specific questions about my resume, in which I had to describe the work I did. I spoke for some time – maybe 2 minutes.
Then he asked me the kind of preparation that our batch had done for consulting. I gave him some feedback about how the interview workshop process done by McKinsey could have been better and how different it was from other colleges (stressing on poor institutional memory and ways to deal with it). He asked me what my last case was about. When I told him that it was about public policy and I had like it. He said that he also wanted me to do a case in that. The whole conversation lasted close to a little over 10 minutes.
An extremely short case. It lasted less than 10 minutes. He asked me what a government could do to improve the banking policy of a third-world country. To begin with, I told him that there is no generic answer and the policy has to be case specific. I also told him that I got a feeling that he was speaking from personal experience.
He said that I was right and asked me to take the case of Bahrain. He asked me what I knew about Bahrain and its banking industry. I told him that I knew it was a Muslim country and was staunch in protecting Muslim values (I used to collect stamps; I knew that they did not have a word of English – I told him that).
Then he gave me a good overview about Bahrain (lot of tangential stuff) and told me that the Finance minister was worried that the industry might lose it. He told me it was majorly into fostering corporate banks.
To begin with I told him that it was a case of B2B marketing and banks would stay if they get a good value proposition in Bahrain.
But then, if they get a better value proposition elsewhere, they’ll shift. He said I was right and asked me to think ahead. I asked him who these banks were. He told me that they were the Middle East bases of MNC banks. I asked him why the banks were there in the first case. He told me that it was centrally located and had liberal laws. I analyzed the geography and told him that what struck me was the fact it was close to Dubai. I asked him why not Dubai?
He told me that there was an announcement by the Dubai officials that they would make their policies freer than Bahrain and would make it a free trading zone.
I inferred from this saying that this might be a symptom of the real issue but wasn’t the actual problem. To this, he agreed. I told him that first of all I need to analyze the Dubai threat more closely. I told him first that we need to establish whether Dubai’s threat is credible or not (look at their history and look at the economic impact). He asked me to assume that they can do it. Then, I told him to look at the value proposition (including the switching cost to Dubai – local knowledge, skill base) that Bahrain provides and compare to the value proposition that Dubai gives. I told him that it is important to keep a futuristic view in mind. Then, I told him that what strikes me about the case is the fact that in this industry, it is very important to build your local clientele and not rely on foreigners. He said fine.
Then, I quizzed him about how developed was Bahrain’s retail and corporate banking was. I told him that it would relate very closely to the economic development was in Bahrain.
I told him that I felt that the real issue with Bahrain was the fact that the industry relied too much on MNCs without first satisfying local demand. I told him that I would like to create a policy keeping this in mind.
He asked me to stop the interview then and there.
Tips: Thinking on your feet is extremely important at the beginning of the case. First think common sensical and then get on to the regular consulting case analysis. One way of dealing with a person you know is to use your previous experience with him (in any which way).
Round: Other Interview
Experience: I was told at the beginning that I won’t have a case. He asked me to ask a few questions that I felt were relevant.
I asked him how McKinsey makes the environment conducive for knowledge sharing. He gave me a few inputs.
I told him what I had read about McKinsey’s knowledge management in a HBS case. He heard it attentively. He then gave me an idea about the state of affairs now and particularly in India. I asked him about how sharing gets linked to performance initiatives. I also asked him how other firms (esp. consulting) do it. He then asked me to narrate a few instances about ISB. I told him that any education program is incomplete without pranks. I told him a few pranks that I had played on a few friends in ISB (and vice versa).
Tips: Be your natural self and try to gauge the interviewer’s body language when telling a story.
Skills:
College Name: Indian School Of Business (ISB)
Experience: We started the interview with a 3-4 minute chat about how painful it can be in the morning to travel and start working right away (He had just arrived).
He then quizzed me about leadership instances at work and in academic career; then I took him into what he believed leadership was. We had a long chat about why leadership was important in consulting. We also spoke about how I was to translate a very explicit form of leadership displayed at work (I was leading operations in a factory) to an implicit environment (like consulting). We talked about what leadership skills are transferable and ones which are not.
The case was about a global heavy vehicle manufacturer. The firm was planning to enter India; my job was to devise a strategy for it. A simple case to begin with I thought, but I knew very well that the challenges are higher in a simple case.
I started off with a simple framework (nothing great, decided the marketing mix and the way to enter – organic was the better route). I also identified the capabilities of the manufacturer that could be transferred to this setting. This went on for about 10 minutes. Here it was important to structure the problem well, following a MECE structure. I also shared some experience of a project with him that we had done in Competitive strategy project that we had done on cars and shared some uniqueness of thenIndian market with him. I am not covering this in detail as it was pretty standard and I just had to do the basics right. Then he told me to size the truck market in India. I told him that I will follow the stock method of analysis, by which I will estimate the number of trucks currently in operation throughout India. Since I was doing a demand side analysis, I divided the trucks into
variable loads (where capacity utilization is less than equal to 100%) or fixed loads (construction equipment carriers, petrol loads, car containers, etc.). He said that they normally don’t do it this way but he wanted me to proceed as he found it interesting.
Then, he told me that he wanted me to do it for the car carriers for paucity of time. I went ahead and assumed a certain number of carriers that are bought every year (the number wasn’t important, I assumed 1000 for ease of analysis). I understood the supply chain from him and he explained the dealer system to me. Then, I told him that I will assume steady state, as in the number of cars sold are the number of cars manufactured and distributed. I then divided it as per the number of manufacturers, number and location of manufacturing locations, distance, speed distribution, capacity of trucks, capacity utilization, number of hours driven in a day, maintenance days and the average number of days that a truck is driven in a year to arrive at the number of trips made and hence, the number of trucks that were plying. It was important to note that the trucks generally came back completely empty. I also told him that the transporters will like to keep some number of trucks on a standby. He asked me to estimate that as well. I gave him a framework to analyze that. I gave him a framework depending on locations, routes, failure time and MTBFs. He was ok with that. The case was extremely quantitative and was very intensive numerically. I also did a sensitivity analysis on one of the
parameters showing him that the whole estimate was sensitive to a few parameters.
Then, I told him that if I link both the cases together, then it gives me an interesting sight into what value proposition the truck
manufacturer can give to the Indian transporters. I told him that let’s look at each of the variables that I had estimated earlier and
see whether we can reduce them. Then, I said that we can try to increase the mileage and increase the size of the truck as well. Then, I told him that both the things might be inversely related. It can also be done that the truck speed can be increased on the back journey. Maintenance days can be decreased. He asked me for a few creative recommendations, which I gave – I don’t really remember them now but the method was as stated above.
Then, he asked me for a feedback about the case and discussion overall. I told him about how different the case would have been
had the case between about variable loads. He was ok with it.
He then told me to ask him a question. I asked him about the project specifically and to what detail McKinsey went. I also asked him how McKinsey keeps a tab on how clients implement suggestions. The overall case lasted about 25 minutes. I then linked it with one of the questions asked in the personal interview. I told him that it is a challenge that line managers like us will face in a
consulting environment, wherein we do not necessarily get to implement. Then, I shared a few jokes that I had played with consultants (mostly technical) and how it might be my turn to be on the receiving end now.
Tips: I think the skill that was being tested here was how comfortable I was with the interviewer in the beginning. It was important to engage him in a fruitful conversation that is argumentative but not confrontational. I think basic presence and communication skills were being tested here. Overall, the whole experience lasted about 10 minutes, and when he was convinced that I was comfortable enough, we went into the case.
It is important to be your natural self in the interview. Comfort with numbers is absolutely crucial. It is also important that when using creativity, structure should not be lost. Never shoot ideas of the hat, always be structured. It is important to see and address the body language of the interviewer. The basic thing that works is that one should focus on bringing out one’s strengths in the interview. My strengths lay in creativity, structuring and quick calculations (which I specifically tried to bring out in the interview). Your strengths (preparation will yield that) could be very different and you should try to bring them out. It is very important to remain cool after the interview since one might get a feeling that he’s not done well but the results could be just the other way round!
Round: Case Study Interview
Experience: We started the interview with a conversation about my career at IIT and my times in Cuttack (Orissa), my hometown. He was hooked onto my JEE rank and asked me why the number was unique. I don’t think he wanted a particularly great answer but he wanted to check my ability to think on my feet. He asked to give him 5 different uniquenesses.
He also asked me why Cuttack wasn’t doing as well as a Bhubaneswar. To this I replied taking geographic, political, cultural and economic reasons into account. We then discussed about my Summer Project with Reckitt Benckiser (this was an automation project with a FMCG major). He asked me to explain the labor implications of implementing automation. He then went ahead to ask me my experiences in dealing with unionized labor at ITC. He was also interested in one of the papers that I had written about
BOP and presented at XLRI. This was about how to bring your best people to the BOP. He asked me to explain the paper and then told me to explain how useful it can be to the corporate world. My observation had told me that he was very practical and won’t like flowery answers that this is the idea of the millennium! I gave him all the strengths and weaknesses of the idea (and real ground level ones) in implementation.
After that he asked me why I was looking forward to a consulting career. I told him that it links well to my long term goal, which is
leading a NGO. I told him that this is one of the reasons that McKinsey stands out for me as a firm, with all the public policy and
pro-bono work. We discussed a bit about India’s policy change from the ‘50s to the ‘70s. I gave him some funda about what I had
seen in the Commanding Heights video, though he was doing most of the talking.
He was visibly happy with the fact that I said public policy (Later I realized that he specializes in public policy at McK) and told me
that he will give me a case on it. The whole experience lasted 15 minutes.
He started off the case asking me what I knew about the Bharat Nirman Project. I told him that my knowledge is limited to what I have read in the papers over the past few weeks and I do not know in detail about it. He told me that this case will enhance my
learning about the challenges facing somebody working in public policy.
The case was about rural electrification. He said the objective of the central government has now shifted to putting an electric bulb in every Indian home by Feb, 2008. He asked me how the Government should go about it.
I started off telling him that the idea looked unrealistic to me. Assuming that 1 billion is the Indian population and 65% lived in
villages, 650 million is the current rural population. Assuming that there are 5 members per rural household, there are 130 million
households. Then assuming that 30% of rural India is electrified, 91 million households remain. We just have two years, which is
approximately 700 days. Even if we work throughout, 1.3 lakh households have to be electrified every day. This is by no means
easy. Add to this fact that there is huge geographic dispersion and the current state of the SEBs, the plan looks nonviable. I told him that I found it impractical. To this he replied saying that most public policy projects are such. They lack thinking about the design phase itself. He asked me to go ahead with the problem assuming it is doable.
I approached the problem saying that I would see the project from three standpoints – economic, organizational and operational. On the operational point, I would divide the project into generation and T&D phases. On the economic standpoint, I would look at the ways and means to fund this project. On the organizational front, I would like to see who would own this project. Here, he told me that the question should not be treated like any other consulting case and he is looking for completely creative solutions.
I asked him whether I should go ahead with the analysis the way I had structured or he wanted me to do something different. He
replied that he is looking for specifically the Generation area. I told him that when it comes to generation, there are four issues
that need to be looked at – Performance of conventional energy generation units, New conventional energy units, isolated units and non-conventional sources of energy. He said that I should discuss the non-conventional energy sources first.
I told him that I was aware of solar, wind and bagas (sugarcane by product). He asked me to describe the economics of Solar. I showed it to him that at the current rate, it’s unprofitable. Then, we went to Wind energy. I told him that the issues to look for
here are technology, fixed costs and practical viability (availability of areas) where they can be installed. We discussed each one of them in greater detail from then on.
I told him that when it comes to buying technology, it would be very costly and technology transfer has to be on a mutual basis.
Then, we went it to the details of the windmill technology and its advantages in the Indian context. He was doing most of the talking here.
He asked me to do a commercial evaluation of all these technologies. I did the same considering three parameters – speed (because the industry has an external effect), cost and future viability (to incorporate learning curve effects). After shedding some light on each one of them, he asked me to move on to the funding aspect in generation.
I told him that the money here can be drawn from four areas – government, Indian private, Foreign players and debtors. I told him how each one of them was different (most of the logic was thought on the spot). We then discussed about the amount of privatization that should be allowed. I was of the opinion that wherever private participation is allowed, it should be in both R&D and generation. Having only one of them was not of any use. He didn’t agree to it and he was of the opinion that we weren’t ready yet. We closed the interview on an argumentative note.
He asked me to ask a question at the end. I asked him what kind of persuasive powers consultants enjoy when it comes to public policy projects. He smiled and gave me a lot of insight into public policy consulting. He appreciated the fact at the end of the interview that I could make people talk. The whole experience lasted close to 20 mins.
Tips: Keep yourself cool. Show a good understanding of the things happening around you (may not be knowledge, but an opinion usually helps). Do not try to throw facts when they amount to nothing!
Round: Case Study Interview
Experience: He asked me about the problems that dealing with a union entails. There were a few more specific questions about my resume, in which I had to describe the work I did. I spoke for some time – maybe 2 minutes.
Then he asked me the kind of preparation that our batch had done for consulting. I gave him some feedback about how the interview workshop process done by McKinsey could have been better and how different it was from other colleges (stressing on poor institutional memory and ways to deal with it). He asked me what my last case was about. When I told him that it was about public policy and I had like it. He said that he also wanted me to do a case in that. The whole conversation lasted close to a little over 10 minutes.
An extremely short case. It lasted less than 10 minutes. He asked me what a government could do to improve the banking policy of a third-world country. To begin with, I told him that there is no generic answer and the policy has to be case specific. I also told him that I got a feeling that he was speaking from personal experience.
He said that I was right and asked me to take the case of Bahrain. He asked me what I knew about Bahrain and its banking industry. I told him that I knew it was a Muslim country and was staunch in protecting Muslim values (I used to collect stamps; I knew that they did not have a word of English – I told him that).
Then he gave me a good overview about Bahrain (lot of tangential stuff) and told me that the Finance minister was worried that the industry might lose it. He told me it was majorly into fostering corporate banks.
To begin with I told him that it was a case of B2B marketing and banks would stay if they get a good value proposition in Bahrain.
But then, if they get a better value proposition elsewhere, they’ll shift. He said I was right and asked me to think ahead. I asked him who these banks were. He told me that they were the Middle East bases of MNC banks. I asked him why the banks were there in the first case. He told me that it was centrally located and had liberal laws. I analyzed the geography and told him that what struck me was the fact it was close to Dubai. I asked him why not Dubai?
He told me that there was an announcement by the Dubai officials that they would make their policies freer than Bahrain and would make it a free trading zone.
I inferred from this saying that this might be a symptom of the real issue but wasn’t the actual problem. To this, he agreed. I told him that first of all I need to analyze the Dubai threat more closely. I told him first that we need to establish whether Dubai’s threat is credible or not (look at their history and look at the economic impact). He asked me to assume that they can do it. Then, I told him to look at the value proposition (including the switching cost to Dubai – local knowledge, skill base) that Bahrain provides and compare to the value proposition that Dubai gives. I told him that it is important to keep a futuristic view in mind. Then, I told him that what strikes me about the case is the fact that in this industry, it is very important to build your local clientele and not rely on foreigners. He said fine.
Then, I quizzed him about how developed was Bahrain’s retail and corporate banking was. I told him that it would relate very closely to the economic development was in Bahrain.
I told him that I felt that the real issue with Bahrain was the fact that the industry relied too much on MNCs without first satisfying local demand. I told him that I would like to create a policy keeping this in mind.
He asked me to stop the interview then and there.
Tips: Thinking on your feet is extremely important at the beginning of the case. First think common sensical and then get on to the regular consulting case analysis. One way of dealing with a person you know is to use your previous experience with him (in any which way).
Round: Other Interview
Experience: I was told at the beginning that I won’t have a case. He asked me to ask a few questions that I felt were relevant.
I asked him how McKinsey makes the environment conducive for knowledge sharing. He gave me a few inputs.
I told him what I had read about McKinsey’s knowledge management in a HBS case. He heard it attentively. He then gave me an idea about the state of affairs now and particularly in India. I asked him about how sharing gets linked to performance initiatives. I also asked him how other firms (esp. consulting) do it. He then asked me to narrate a few instances about ISB. I told him that any education program is incomplete without pranks. I told him a few pranks that I had played on a few friends in ISB (and vice versa).
Tips: Be your natural self and try to gauge the interviewer’s body language when telling a story.
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. Guesstimate the number of taxis in Mumbai
- Q2. Banks these days are having an asset and liability mismatch. Also, they are sitting on toxic assets. Given this, it is becoming difficult to lend to infrastruct...read more
Interview Preparation Tips
Round: Case Study Interview
Experience: 1. Guesstimate approach was standard (demand side and supply side, estimate number of residents, travel frequency, distance, customer pooling etc to come up with a reasonable number)
2. On the bank question, suggested some points like:
•Infrastructure bonds – which will make only willing customers take up the risk of infrastructure projects instead of banks
which are lending out the general public’s money
•Private equity investment – infra projects have a toll collection revenue model that returns investments adequately. Private
participation should be encouraged in this matter. Was told to focus on the mismatch in maturity of assets and liabilities, which
led me on the right track and helped me hit the nail on the head.
•Pension funds – because these are investments are long term in nature as are infrastructure projects. Spoke about the new
National Pension System for government employees which is a defined contribution scheme as opposed to the erstwhile defined
benefit scheme. The fact that this has been opened up to the private sector also provides opportunities for more sources of
funds. Gave some figures on the existing corpus size (I had worked on a project on the National Pension Scheme)
Was made an offer :)
Tips: As I realized this last interview would be make or break, I literally took my own sweet time before answering. Remove the pressure on yourself to enable you to think rationally! Every round is a new round and gives you the opportunity to secure the job. Treat it like a conversation at the end of the day. Do remind yourself that it is not the end of the line – this thought, more than making you quit the venture actually gives you the ability to approach a situation objectively. Also realize that no firm is doing you a favour – if you’ve come this far – you’ve clearly earned it and all you have to do is think about what you want to say and how you intend to seal the deal :)
Skills:
College Name: Indian School Of Business (ISB)
Experience: 1. Guesstimate approach was standard (demand side and supply side, estimate number of residents, travel frequency, distance, customer pooling etc to come up with a reasonable number)
2. On the bank question, suggested some points like:
•Infrastructure bonds – which will make only willing customers take up the risk of infrastructure projects instead of banks
which are lending out the general public’s money
•Private equity investment – infra projects have a toll collection revenue model that returns investments adequately. Private
participation should be encouraged in this matter. Was told to focus on the mismatch in maturity of assets and liabilities, which
led me on the right track and helped me hit the nail on the head.
•Pension funds – because these are investments are long term in nature as are infrastructure projects. Spoke about the new
National Pension System for government employees which is a defined contribution scheme as opposed to the erstwhile defined
benefit scheme. The fact that this has been opened up to the private sector also provides opportunities for more sources of
funds. Gave some figures on the existing corpus size (I had worked on a project on the National Pension Scheme)
Was made an offer :)
Tips: As I realized this last interview would be make or break, I literally took my own sweet time before answering. Remove the pressure on yourself to enable you to think rationally! Every round is a new round and gives you the opportunity to secure the job. Treat it like a conversation at the end of the day. Do remind yourself that it is not the end of the line – this thought, more than making you quit the venture actually gives you the ability to approach a situation objectively. Also realize that no firm is doing you a favour – if you’ve come this far – you’ve clearly earned it and all you have to do is think about what you want to say and how you intend to seal the deal :)
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. How should banks view the proliferation of online banking and how should they strategise the branch banking/online banking split ?
Interview Preparation Tips
Round: Case Study Interview
Experience: •We discussed about the advantages of online banking from a customer’s perspective – saving time (queues, transaction time), getting value added services (online shopping) and established that there would be high demand side pressure for online services
•Segmented population and found mid-high income groups being the target audience (with internet access, requisite income and proximity and service time at bank branch being influencing factors). Renny pointed out that the unorganized sector would prefer branch banking if cash transactions are common
•We then talked about the advantages from a bank’s perspective (saving on manpower costs, real estate etc)
•In terms of strategy we talked about identifying geographies, promoting online services, offering competitive products etc
Tips: •In such a situation, you might find that scoping a question is becoming tough if you aren’t receiving active participation from the interviewer
•Proceed to explain your own understanding of the problem and try make a structure if you see one.
•If you stop seeing a structure – don’t hesitate to put your pen down and start making conversation about what you feel are the major issues. List down 4 or 5 such issues. The need to create and conform to a structure can become a liability at times like these, but trust me, your ability to merely survive a round like this may result in your being given an offer.
•
Can’t undermine the importance of dynamically adjusting yourself to an interview. In this case, it’s better to think freely and give a few good points than to draw a blank at the second branch of the case
Skills:
College Name: Indian School Of Business (ISB)
Experience: •We discussed about the advantages of online banking from a customer’s perspective – saving time (queues, transaction time), getting value added services (online shopping) and established that there would be high demand side pressure for online services
•Segmented population and found mid-high income groups being the target audience (with internet access, requisite income and proximity and service time at bank branch being influencing factors). Renny pointed out that the unorganized sector would prefer branch banking if cash transactions are common
•We then talked about the advantages from a bank’s perspective (saving on manpower costs, real estate etc)
•In terms of strategy we talked about identifying geographies, promoting online services, offering competitive products etc
Tips: •In such a situation, you might find that scoping a question is becoming tough if you aren’t receiving active participation from the interviewer
•Proceed to explain your own understanding of the problem and try make a structure if you see one.
•If you stop seeing a structure – don’t hesitate to put your pen down and start making conversation about what you feel are the major issues. List down 4 or 5 such issues. The need to create and conform to a structure can become a liability at times like these, but trust me, your ability to merely survive a round like this may result in your being given an offer.
•
Can’t undermine the importance of dynamically adjusting yourself to an interview. In this case, it’s better to think freely and give a few good points than to draw a blank at the second branch of the case
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. The firm is an EPC firm dealing with a client in power sector. How should it reduce costs?
Interview Preparation Tips
Round: Case Study Interview
Experience: Recommended Approach
- Broke down the value chain of the business – basically everything from design to delivery
- Asked about the business model. Was told to explain what I already know / make assumptions about the same. Gave my understanding about the business – that there would be a set of requirements given by the client possibly through a standardized procurement process involving floating of an RFP. This would be followed by design of structures, procurement of materials, construction and hand-over
- Understood the various elements of costs and dwelt on each
- Notable points/suggestions included i) making provisions on cost escalations during framing of the contract, ii) protecting against obsolescence of material in case of delay initiated by the client, iii) supplier rationalization for securing raw material, iv) some suggestions on achieving scale in transportation either by sub-contracting or some other means.
Suggestions weren’t fabulous so the case only went moderately well
Tips: •Don’t expect every interview to go in the same way. Snap out of your previous one and expect something new in the next one. This interview was open ended and required a lot of driving by the interviewee.
•Don’t get stuck in points where you aren’t able to ideate. Think of the interviewer’s time as limited. If you are in a spot – offer to give some ideas in an area where you think you might be comfortable. No one will ever refuse. He would love to have you bore him a little less !
•There are some cases which are just not up your alley. Again, don’t flog yourself for not aceing it.
•For a bunch of reasons your performance might not be consistent in a set of interviews. All your psychological phenomena come into the picture – overconfidence (the last one went so well, this is a piece of cake !),
denial (I can’t be screwing up this case – there must be something wrong with either the question or the interviewer
), nervousness(Oh my god ! This guy is a partner with McKinsey !)
or just white-noise (revenue minus cost…..bzzzzzz…bzzzzzz….where was I?
• If you rock one interview and pass another, you will typically get a third interview so don’t worry if you don’t own the case
Skills:
College Name: Indian School Of Business (ISB)
Experience: Recommended Approach
- Broke down the value chain of the business – basically everything from design to delivery
- Asked about the business model. Was told to explain what I already know / make assumptions about the same. Gave my understanding about the business – that there would be a set of requirements given by the client possibly through a standardized procurement process involving floating of an RFP. This would be followed by design of structures, procurement of materials, construction and hand-over
- Understood the various elements of costs and dwelt on each
- Notable points/suggestions included i) making provisions on cost escalations during framing of the contract, ii) protecting against obsolescence of material in case of delay initiated by the client, iii) supplier rationalization for securing raw material, iv) some suggestions on achieving scale in transportation either by sub-contracting or some other means.
Suggestions weren’t fabulous so the case only went moderately well
Tips: •Don’t expect every interview to go in the same way. Snap out of your previous one and expect something new in the next one. This interview was open ended and required a lot of driving by the interviewee.
•Don’t get stuck in points where you aren’t able to ideate. Think of the interviewer’s time as limited. If you are in a spot – offer to give some ideas in an area where you think you might be comfortable. No one will ever refuse. He would love to have you bore him a little less !
•There are some cases which are just not up your alley. Again, don’t flog yourself for not aceing it.
•For a bunch of reasons your performance might not be consistent in a set of interviews. All your psychological phenomena come into the picture – overconfidence (the last one went so well, this is a piece of cake !),
denial (I can’t be screwing up this case – there must be something wrong with either the question or the interviewer
), nervousness(Oh my god ! This guy is a partner with McKinsey !)
or just white-noise (revenue minus cost…..bzzzzzz…bzzzzzz….where was I?
• If you rock one interview and pass another, you will typically get a third interview so don’t worry if you don’t own the case
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
3 Interview Rounds
Interview Questions
- Q1. How much land would would you allocate to the new capital of Andra pradesh ?
Interview Preparation Tips
Round: HR Interview
Experience: Never underestimate the importance of PI. I wish to lay emphasis on PI questions as it can be used as a metric to judge the ‘drive’ of a candidate and Sasi made it explicit that he wanted to test my ‘drive’ by understanding how I went about developing my musical skills – which happened to be a stand-out section in my extra acads. Also, the more structured you are in your answers the more impressive it would come across. To give you an exerpt:
Sasi: “So you chose to study economics at IIT (interesting choice) then you picked up music at IIT, then I suppose you would have had to balance your academic goals with your music right?”
Me: “Sir, there are three parts to your question as I understand it: 1) Why did I choose economics at IIT, 2) How did I work upon my music ? 3) How did I trade one off against the other?”
Sasi: “Let’s stick with the question on the music” Me: “ Sir, I look at this as a 5 step process:
1- Listen to more music [ For this I contacted seniors and got myself hundreds of GB of music on my harddisk]
2- Sing and listen to myself sing [ Used a software called Audacity where I would record and replay to myself and
understood inconsistency in tone, pitch, volume and beat]
3- Learn singing techniques like pitch control, vibrato, falsetto, runs and riffs [ looked at videos of vocal coaches on
youtube like Eric Arceneaux
Round: Case Study Interview
Tips: •So this being my first interview, there were jitters – but Sasi made me feel very comfortable
• PI set a good tone to get cracking
•Honestly, when I heard the question I didn’t feel like I’ve got this under the belt. It takes time for a case to build up along the way
•I made it a point to keep voicing out my thoughts, interjecting with “one moment please!”, “I need a little bit of time with this” to which the response invariably was “take your time”
•At times, thoughts don’t necessarily flow in the form of a tree – but jag around. Don’t flog yourself in order to come back on track. It is perfectly okay to talk about issues, considerations and concepts in order to engage your interviewer unless he forces you on track.
•You are actually being tested for your ability to come up with a bunch of relevant points on the topic, your ability to make smooth conversation in a professional context, and your ability to keep your cool. Don’t make an imaginary score chart in your head corresponding to the tree diagram that you’ve been used to practicing. To reiterate, McKinsey cases can be unstructured.
•I struggled a bit with math but I was able to laugh it off. I really doubt people judge you really harshly if you are making mistakes within the realm of human nature. Keep it together, offer a laugh if you can and move on.
Skills:
College Name: Indian School Of Business (ISB)
Experience: Never underestimate the importance of PI. I wish to lay emphasis on PI questions as it can be used as a metric to judge the ‘drive’ of a candidate and Sasi made it explicit that he wanted to test my ‘drive’ by understanding how I went about developing my musical skills – which happened to be a stand-out section in my extra acads. Also, the more structured you are in your answers the more impressive it would come across. To give you an exerpt:
Sasi: “So you chose to study economics at IIT (interesting choice) then you picked up music at IIT, then I suppose you would have had to balance your academic goals with your music right?”
Me: “Sir, there are three parts to your question as I understand it: 1) Why did I choose economics at IIT, 2) How did I work upon my music ? 3) How did I trade one off against the other?”
Sasi: “Let’s stick with the question on the music” Me: “ Sir, I look at this as a 5 step process:
1- Listen to more music [ For this I contacted seniors and got myself hundreds of GB of music on my harddisk]
2- Sing and listen to myself sing [ Used a software called Audacity where I would record and replay to myself and
understood inconsistency in tone, pitch, volume and beat]
3- Learn singing techniques like pitch control, vibrato, falsetto, runs and riffs [ looked at videos of vocal coaches on
youtube like Eric Arceneaux
Round: Case Study Interview
Tips: •So this being my first interview, there were jitters – but Sasi made me feel very comfortable
• PI set a good tone to get cracking
•Honestly, when I heard the question I didn’t feel like I’ve got this under the belt. It takes time for a case to build up along the way
•I made it a point to keep voicing out my thoughts, interjecting with “one moment please!”, “I need a little bit of time with this” to which the response invariably was “take your time”
•At times, thoughts don’t necessarily flow in the form of a tree – but jag around. Don’t flog yourself in order to come back on track. It is perfectly okay to talk about issues, considerations and concepts in order to engage your interviewer unless he forces you on track.
•You are actually being tested for your ability to come up with a bunch of relevant points on the topic, your ability to make smooth conversation in a professional context, and your ability to keep your cool. Don’t make an imaginary score chart in your head corresponding to the tree diagram that you’ve been used to practicing. To reiterate, McKinsey cases can be unstructured.
•I struggled a bit with math but I was able to laugh it off. I really doubt people judge you really harshly if you are making mistakes within the realm of human nature. Keep it together, offer a laugh if you can and move on.
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. A large bank in India wants to reduce its offices and go online. How you do go about it? (Case Type-Strategy & Growth)
Interview Preparation Tips
Round: Case Study Interview
Experience: Recommended Approach
As said by many earlier, no real frameworks or Victor Cheng’s formula work here. First Principle – going by logic and common sense will get you what questions to ask and how to approach and end the case with a solution
Tips: One more mistake which should not have been done, is a bad summary. Take a minute to go through the case and then summarize crisply. No structure for synthesis but, to the point and covering the essence!
Skills: Passion, Confidence, Approaching A Problem
College Name: Indian School Of Business (ISB)
Experience: Recommended Approach
As said by many earlier, no real frameworks or Victor Cheng’s formula work here. First Principle – going by logic and common sense will get you what questions to ask and how to approach and end the case with a solution
Tips: One more mistake which should not have been done, is a bad summary. Take a minute to go through the case and then summarize crisply. No structure for synthesis but, to the point and covering the essence!
Skills: Passion, Confidence, Approaching A Problem
College Name: Indian School Of Business (ISB)
I applied via Referral
1 Interview Round
Interview Questions
- Q1. Estimate the number of autos in New Delhi (Case Type- Market Sizing)
Interview Preparation Tips
Round: Case Study Interview
Experience: He said I can list any number of approaches but dig one approach deeper to arrive at the number
Recommended Approach
I must have prompted how to recheck the answer I have got. That s one thing I must should have done well. Interview Day jitters!
Whenever you take a bottom up approach, make sure you all cross check it with a top down approach
Tips: Although one might say the final number doesn’t matter much in market sizing, I think that gives you fair indication about how accurate your approach would be. As soon as the interview is done, I googled and found the number of auto s in New Delhi are about 80,000. So it is a quite reasonable estimate. But many a time, you might be far off. So practice market sizing questions and cross check them with original figures to improvise your approach
Skills:
College Name: Indian School Of Business (ISB)
Experience: He said I can list any number of approaches but dig one approach deeper to arrive at the number
Recommended Approach
I must have prompted how to recheck the answer I have got. That s one thing I must should have done well. Interview Day jitters!
Whenever you take a bottom up approach, make sure you all cross check it with a top down approach
Tips: Although one might say the final number doesn’t matter much in market sizing, I think that gives you fair indication about how accurate your approach would be. As soon as the interview is done, I googled and found the number of auto s in New Delhi are about 80,000. So it is a quite reasonable estimate. But many a time, you might be far off. So practice market sizing questions and cross check them with original figures to improvise your approach
Skills:
College Name: Indian School Of Business (ISB)
I applied via Referral
3 Interview Rounds
Interview Preparation Tips
Round: Case Study Interview
Experience: We started the interview with a 3-4 minute chat about how painful it can be in the morning to travel and start working right away (He had just arrived).
He then quizzed me about leadership instances at work and in academic career; then I took him into what he believed leadership was. We had a long chat about why leadership was important in consulting. We also spoke about how I was to translate a very explicit form of leadership displayed at work (I was leading operations in a factory) to an implicit environment (like consulting). We talked about what leadership skills are transferable and ones which are not.
The case was about a global heavy vehicle manufacturer. The firm was planning to enter India; my job was to devise a strategy for it. A simple case to begin with I thought, but I knew very well that the challenges are higher in a simple case.
I started off with a simple framework (nothing great, decided the marketing mix and the way to enter – organic was the better route). I also identified the capabilities of the manufacturer that could be transferred to this setting. This went on for about 10 minutes. Here it was important to structure the problem well, following a MECE structure. I also shared some experience of a project with him that we had done in Competitive strategy project that we had done on cars and shared some uniqueness of thenIndian market with him. I am not covering this in detail as it was pretty standard and I just had to do the basics right. Then he told me to size the truck market in India. I told him that I will follow the stock method of analysis, by which I will estimate the number of trucks currently in operation throughout India. Since I was doing a demand side analysis, I divided the trucks into
variable loads (where capacity utilization is less than equal to 100%) or fixed loads (construction equipment carriers, petrol loads, car containers, etc.). He said that they normally don’t do it this way but he wanted me to proceed as he found it interesting.
Then, he told me that he wanted me to do it for the car carriers for paucity of time. I went ahead and assumed a certain number of carriers that are bought every year (the number wasn’t important, I assumed 1000 for ease of analysis). I understood the supply chain from him and he explained the dealer system to me. Then, I told him that I will assume steady state, as in the number of cars sold are the number of cars manufactured and distributed. I then divided it as per the number of manufacturers, number and location of manufacturing locations, distance, speed distribution, capacity of trucks, capacity utilization, number of hours driven in a day, maintenance days and the average number of days that a truck is driven in a year to arrive at the number of trips made and hence, the number of trucks that were plying. It was important to note that the trucks generally came back completely empty. I also told him that the transporters will like to keep some number of trucks on a standby. He asked me to estimate that as well. I gave him a framework to analyze that. I gave him a framework depending on locations, routes, failure time and MTBFs. He was ok with that. The case was extremely quantitative and was very intensive numerically. I also did a sensitivity analysis on one of the
parameters showing him that the whole estimate was sensitive to a few parameters.
Then, I told him that if I link both the cases together, then it gives me an interesting sight into what value proposition the truck
manufacturer can give to the Indian transporters. I told him that let’s look at each of the variables that I had estimated earlier and
see whether we can reduce them. Then, I said that we can try to increase the mileage and increase the size of the truck as well. Then, I told him that both the things might be inversely related. It can also be done that the truck speed can be increased on the back journey. Maintenance days can be decreased. He asked me for a few creative recommendations, which I gave – I don’t really remember them now but the method was as stated above.
Then, he asked me for a feedback about the case and discussion overall. I told him about how different the case would have been
had the case between about variable loads. He was ok with it.
He then told me to ask him a question. I asked him about the project specifically and to what detail McKinsey went. I also asked him how McKinsey keeps a tab on how clients implement suggestions. The overall case lasted about 25 minutes. I then linked it with one of the questions asked in the personal interview. I told him that it is a challenge that line managers like us will face in a
consulting environment, wherein we do not necessarily get to implement. Then, I shared a few jokes that I had played with consultants (mostly technical) and how it might be my turn to be on the receiving end now.
Tips: I think the skill that was being tested here was how comfortable I was with the interviewer in the beginning. It was important to
engage him in a fruitful conversation that is argumentative but not confrontational. I think basic presence and communication skills were being tested here. Overall, the whole experience lasted about 10 minutes, and when he was convinced that I was comfortable enough, we went into the case.
It is important to be your natural self in the interview. Comfort with numbers is absolutely crucial. It is also important that when using creativity, structure should not be lost. Never shoot ideas of the hat, always be structured. It is important to see and address the body language of the interviewer. The basic thing that works is that one should focus on bringing out one’s strengths in the interview. My strengths lay in creativity, structuring and quick calculations (which I specifically tried to bring out in the interview). Your strengths (preparation will yield that) could be very different and you should try to bring them out. It is very important to remain cool after the interview since one might get a feeling that he’s not done well but the results could be just the other way round!
Round: Case Study Interview
Experience: We started the interview with a conversation about my career at IIT and my times in Cuttack (Orissa), my hometown. He was hooked onto my JEE rank and asked me why the number was unique. I don’t think he wanted a particularly great answer but he wanted to check my ability to think on my feet. He asked to give him 5 different uniquenesses.
He also asked me why Cuttack wasn’t doing as well as a Bhubaneswar. To this I replied taking geographic, political, cultural and economic reasons into account. We then discussed about my Summer Project with Reckitt Benckiser (this was an automation project with a FMCG major). He asked me to explain the labor implications of implementing automation. He then went ahead to ask me my experiences in dealing with unionized labor at ITC. He was also interested in one of the papers that I had written about
BOP and presented at XLRI. This was about how to bring your best people to the BOP. He asked me to explain the paper and then told me to explain how useful it can be to the corporate world. My observation had told me that he was very practical and won’t like flowery answers that this is the idea of the millennium! I gave him all the strengths and weaknesses of the idea (and real ground level ones) in implementation.
After that he asked me why I was looking forward to a consulting career. I told him that it links well to my long term goal, which is
leading a NGO. I told him that this is one of the reasons that McKinsey stands out for me as a firm, with all the public policy and
pro-bono work. We discussed a bit about India’s policy change from the ‘50s to the ‘70s. I gave him some funda about what I had
seen in the Commanding Heights video, though he was doing most of the talking.
He was visibly happy with the fact that I said public policy (Later I realized that he specializes in public policy at McK) and told me
that he will give me a case on it. The whole experience lasted 15 minutes.
He started off the case asking me what I knew about the Bharat Nirman Project. I told him that my knowledge is limited to what I have read in the papers over the past few weeks and I do not know in detail about it. He told me that this case will enhance my
learning about the challenges facing somebody working in public policy.
The case was about rural electrification. He said the objective of the central government has now shifted to putting an electric bulb in every Indian home by Feb, 2008. He asked me how the Government should go about it.
I started off telling him that the idea looked unrealistic to me. Assuming that 1 billion is the Indian population and 65% lived in
villages, 650 million is the current rural population. Assuming that there are 5 members per rural household, there are 130 million
households. Then assuming that 30% of rural India is electrified, 91 million households remain. We just have two years, which is
approximately 700 days. Even if we work throughout, 1.3 lakh households have to be electrified every day. This is by no means
easy. Add to this fact that there is huge geographic dispersion and the current state of the SEBs, the plan looks nonviable. I told him that I found it impractical. To this he replied saying that most public policy projects are such. They lack thinking about the design phase itself. He asked me to go ahead with the problem assuming it is doable.
I approached the problem saying that I would see the project from three standpoints – economic, organizational and operational. On the operational point, I would divide the project into generation and T&D phases. On the economic standpoint, I would look at the ways and means to fund this project. On the organizational front, I would like to see who would own this project. Here, he told me that the question should not be treated like any other consulting case and he is looking for completely creative solutions.
I asked him whether I should go ahead with the analysis the way I had structured or he wanted me to do something different. He
replied that he is looking for specifically the Generation area. I told him that when it comes to generation, there are four issues
that need to be looked at – Performance of conventional energy generation units, New conventional energy units, isolated units and non-conventional sources of energy. He said that I should discuss the non-conventional energy sources first.
I told him that I was aware of solar, wind and bagas (sugarcane by product). He asked me to describe the economics of Solar. I showed it to him that at the current rate, it’s unprofitable. Then, we went to Wind energy. I told him that the issues to look for
here are technology, fixed costs and practical viability (availability of areas) where they can be installed. We discussed each one of
them in greater detail from then on.
I told him that when it comes to buying technology, it would be very costly and technology transfer has to be on a mutual basis.
Then, we went it to the details of the windmill technology and its advantages in the Indian context. He was doing most of the talking here.
He asked me to do a commercial evaluation of all these technologies. I did the same considering three parameters – speed (because the industry has an external effect), cost and future viability (to incorporate learning curve effects). After shedding
some light on each one of them, he asked me to move on to the funding aspect in generation.
I told him that the money here can be drawn from four areas – government, Indian private, Foreign players and debtors. I told him how each one of them was different (most of the logic was thought on the spot). We then discussed about the amount of privatization that should be allowed. I was of the opinion that wherever private participation is allowed, it should be in both R&D and generation. Having only one of them was not of any use. He didn’t agree to it and he was of the opinion that we weren’t ready yet. We closed the interview on an argumentative note.
He asked me to ask a question at the end. I asked him what kind of persuasive powers consultants enjoy when it comes to public policy projects. He smiled and gave me a lot of insight into public policy consulting. He appreciated the fact at the end of the interview that I could make people talk. The whole experience lasted close to 20 mins.
Tips: Keep your cool. Show a good understanding of the things happening around you (may not be knowledge, but an opinion usually helps). Do not try to throw facts when they amount to nothing!
Round: Case Study Interview
Experience: He asked me about the problems that dealing with a union entails. There were a few more specific questions about my resume, in
which I had to describe the work I did. I spoke for some time – maybe 2 minutes.
Then he asked me the kind of preparation that our batch had done for consulting. I gave him some feedback about how the interview workshop process done by McKinsey could have been better and how different it was from other colleges (stressing on poor institutional memory and ways to deal with it). He asked me what my last case was about. When I told him that it was about public policy and I had like it. He said that he also wanted me to do a case in that. The whole conversation lasted close to a little over 10 minutes.
An extremely short case. It lasted less than 10 minutes. He asked me what a government could do to improve the banking
policy of a third-world country. To begin with, I told him that there is no generic answer and the policy has to be case specific. I also told him that I got a feeling that he was speaking from personal experience.
He said that I was right and asked me to take the case of Bahrain. He asked me what I knew about Bahrain and its banking industry. I told him that I knew it was a Muslim country and was staunch in protecting Muslim values (I used to collect stamps; I knew that they did not have a word of English – I told him that).
Then he gave me a good overview about Bahrain (lot of tangential stuff) and told me that the Finance minister was worried that the industry might lose it. He told me it was majorly into fostering corporate banks.
To begin with I told him that it was a case of B2B marketing and banks would stay if they get a good value proposition in Bahrain.
But then, if they get a better value proposition elsewhere, they’ll shift. He said I was right and asked me to think ahead. I asked him who these banks were. He told me that they were the Middle East bases of MNC banks. I asked him why the banks were there in the first case. He told me that it was centrally located and had liberal laws. I analyzed the geography and told him that what struck me was the fact it was close to Dubai. I asked him why not Dubai?
He told me that there was an announcement by the Dubai officials that they would make their policies freer than Bahrain and would make it a free trading zone.
I inferred from this saying that this might be a symptom of the real issue but wasn’t the actual problem. To this, he agreed. I told him that first of all I need to analyze the Dubai threat more closely. I told him first that we need to establish whether Dubai’s threat is credible or not (look at their history and look at the economic impact). He asked me to assume that they can do it. Then, I told him to look at the value proposition (including the switching cost to Dubai – local knowledge, skill base) that Bahrain provides and compare to the value proposition that Dubai gives. I told him that it is important to keep a futuristic view in mind. Then, I told him that what strikes me about the case is the fact that in this industry, it is very important to build your local clientele and not rely on foreigners. He said fine.
Then, I quizzed him about how developed was Bahrain’s retail and corporate banking was. I told him that it would relate very closely to the economic development was in Bahrain.
I told him that I felt that the real issue with Bahrain was the fact that the industry relied too much on MNCs without first satisfying local demand. I told him that I would like to create a policy keeping this in mind.
He asked me to stop the interview then and there.
Tips: Thinking on your feet is extremely important at the beginning of the case. First think commonsensical and then get on to the regular consulting case analysis. One way of dealing with a person you know is to use your previous experience with him (in any which way).
Round: Other Interview
Experience: I was told at the beginning that I won’t have a case. He asked me to ask a few questions that I felt were relevant.
I asked him how McKinsey makes the environment conducive for knowledge sharing. He gave me a few inputs.
I told him what I had read about McKinsey’s knowledge management in a HBS case. He heard it attentively. He then gave me an idea about the state of affairs now and particularly in India. I asked him about how sharing gets linked to performance initiatives. I also asked him how other firms (esp. consulting) do it. He then asked me to narrate a few instances about ISB. I told him that any education program is incomplete without pranks. I told him a few pranks that I had played on a few friends in ISB (and vice versa).
Tips: Be your natural self and try to gauge the interviewer’s body language when telling a story.
General Tips: 1. One of the key facets is to make the case completely seamless, wherein you have to link both the PI and cases and both the cases together.
2. Structuring is very important.
3. The other thing is to make the interviewer comfortable.
4. Do not speak a little too much.
5. With seniors, I think it is very important to listen.
6. It is also important to observe as you go along the interview process that every interviewer is looking for a particular skill or dimension in your personality.
7. It is also important that whenever you give a radical thought, you should back it up by sound strong logic.
8. Control the interview.
9. A bit of formal attitude would help.
10
Skills:
College Name: Indian School Of Business (ISB)
Experience: We started the interview with a 3-4 minute chat about how painful it can be in the morning to travel and start working right away (He had just arrived).
He then quizzed me about leadership instances at work and in academic career; then I took him into what he believed leadership was. We had a long chat about why leadership was important in consulting. We also spoke about how I was to translate a very explicit form of leadership displayed at work (I was leading operations in a factory) to an implicit environment (like consulting). We talked about what leadership skills are transferable and ones which are not.
The case was about a global heavy vehicle manufacturer. The firm was planning to enter India; my job was to devise a strategy for it. A simple case to begin with I thought, but I knew very well that the challenges are higher in a simple case.
I started off with a simple framework (nothing great, decided the marketing mix and the way to enter – organic was the better route). I also identified the capabilities of the manufacturer that could be transferred to this setting. This went on for about 10 minutes. Here it was important to structure the problem well, following a MECE structure. I also shared some experience of a project with him that we had done in Competitive strategy project that we had done on cars and shared some uniqueness of thenIndian market with him. I am not covering this in detail as it was pretty standard and I just had to do the basics right. Then he told me to size the truck market in India. I told him that I will follow the stock method of analysis, by which I will estimate the number of trucks currently in operation throughout India. Since I was doing a demand side analysis, I divided the trucks into
variable loads (where capacity utilization is less than equal to 100%) or fixed loads (construction equipment carriers, petrol loads, car containers, etc.). He said that they normally don’t do it this way but he wanted me to proceed as he found it interesting.
Then, he told me that he wanted me to do it for the car carriers for paucity of time. I went ahead and assumed a certain number of carriers that are bought every year (the number wasn’t important, I assumed 1000 for ease of analysis). I understood the supply chain from him and he explained the dealer system to me. Then, I told him that I will assume steady state, as in the number of cars sold are the number of cars manufactured and distributed. I then divided it as per the number of manufacturers, number and location of manufacturing locations, distance, speed distribution, capacity of trucks, capacity utilization, number of hours driven in a day, maintenance days and the average number of days that a truck is driven in a year to arrive at the number of trips made and hence, the number of trucks that were plying. It was important to note that the trucks generally came back completely empty. I also told him that the transporters will like to keep some number of trucks on a standby. He asked me to estimate that as well. I gave him a framework to analyze that. I gave him a framework depending on locations, routes, failure time and MTBFs. He was ok with that. The case was extremely quantitative and was very intensive numerically. I also did a sensitivity analysis on one of the
parameters showing him that the whole estimate was sensitive to a few parameters.
Then, I told him that if I link both the cases together, then it gives me an interesting sight into what value proposition the truck
manufacturer can give to the Indian transporters. I told him that let’s look at each of the variables that I had estimated earlier and
see whether we can reduce them. Then, I said that we can try to increase the mileage and increase the size of the truck as well. Then, I told him that both the things might be inversely related. It can also be done that the truck speed can be increased on the back journey. Maintenance days can be decreased. He asked me for a few creative recommendations, which I gave – I don’t really remember them now but the method was as stated above.
Then, he asked me for a feedback about the case and discussion overall. I told him about how different the case would have been
had the case between about variable loads. He was ok with it.
He then told me to ask him a question. I asked him about the project specifically and to what detail McKinsey went. I also asked him how McKinsey keeps a tab on how clients implement suggestions. The overall case lasted about 25 minutes. I then linked it with one of the questions asked in the personal interview. I told him that it is a challenge that line managers like us will face in a
consulting environment, wherein we do not necessarily get to implement. Then, I shared a few jokes that I had played with consultants (mostly technical) and how it might be my turn to be on the receiving end now.
Tips: I think the skill that was being tested here was how comfortable I was with the interviewer in the beginning. It was important to
engage him in a fruitful conversation that is argumentative but not confrontational. I think basic presence and communication skills were being tested here. Overall, the whole experience lasted about 10 minutes, and when he was convinced that I was comfortable enough, we went into the case.
It is important to be your natural self in the interview. Comfort with numbers is absolutely crucial. It is also important that when using creativity, structure should not be lost. Never shoot ideas of the hat, always be structured. It is important to see and address the body language of the interviewer. The basic thing that works is that one should focus on bringing out one’s strengths in the interview. My strengths lay in creativity, structuring and quick calculations (which I specifically tried to bring out in the interview). Your strengths (preparation will yield that) could be very different and you should try to bring them out. It is very important to remain cool after the interview since one might get a feeling that he’s not done well but the results could be just the other way round!
Round: Case Study Interview
Experience: We started the interview with a conversation about my career at IIT and my times in Cuttack (Orissa), my hometown. He was hooked onto my JEE rank and asked me why the number was unique. I don’t think he wanted a particularly great answer but he wanted to check my ability to think on my feet. He asked to give him 5 different uniquenesses.
He also asked me why Cuttack wasn’t doing as well as a Bhubaneswar. To this I replied taking geographic, political, cultural and economic reasons into account. We then discussed about my Summer Project with Reckitt Benckiser (this was an automation project with a FMCG major). He asked me to explain the labor implications of implementing automation. He then went ahead to ask me my experiences in dealing with unionized labor at ITC. He was also interested in one of the papers that I had written about
BOP and presented at XLRI. This was about how to bring your best people to the BOP. He asked me to explain the paper and then told me to explain how useful it can be to the corporate world. My observation had told me that he was very practical and won’t like flowery answers that this is the idea of the millennium! I gave him all the strengths and weaknesses of the idea (and real ground level ones) in implementation.
After that he asked me why I was looking forward to a consulting career. I told him that it links well to my long term goal, which is
leading a NGO. I told him that this is one of the reasons that McKinsey stands out for me as a firm, with all the public policy and
pro-bono work. We discussed a bit about India’s policy change from the ‘50s to the ‘70s. I gave him some funda about what I had
seen in the Commanding Heights video, though he was doing most of the talking.
He was visibly happy with the fact that I said public policy (Later I realized that he specializes in public policy at McK) and told me
that he will give me a case on it. The whole experience lasted 15 minutes.
He started off the case asking me what I knew about the Bharat Nirman Project. I told him that my knowledge is limited to what I have read in the papers over the past few weeks and I do not know in detail about it. He told me that this case will enhance my
learning about the challenges facing somebody working in public policy.
The case was about rural electrification. He said the objective of the central government has now shifted to putting an electric bulb in every Indian home by Feb, 2008. He asked me how the Government should go about it.
I started off telling him that the idea looked unrealistic to me. Assuming that 1 billion is the Indian population and 65% lived in
villages, 650 million is the current rural population. Assuming that there are 5 members per rural household, there are 130 million
households. Then assuming that 30% of rural India is electrified, 91 million households remain. We just have two years, which is
approximately 700 days. Even if we work throughout, 1.3 lakh households have to be electrified every day. This is by no means
easy. Add to this fact that there is huge geographic dispersion and the current state of the SEBs, the plan looks nonviable. I told him that I found it impractical. To this he replied saying that most public policy projects are such. They lack thinking about the design phase itself. He asked me to go ahead with the problem assuming it is doable.
I approached the problem saying that I would see the project from three standpoints – economic, organizational and operational. On the operational point, I would divide the project into generation and T&D phases. On the economic standpoint, I would look at the ways and means to fund this project. On the organizational front, I would like to see who would own this project. Here, he told me that the question should not be treated like any other consulting case and he is looking for completely creative solutions.
I asked him whether I should go ahead with the analysis the way I had structured or he wanted me to do something different. He
replied that he is looking for specifically the Generation area. I told him that when it comes to generation, there are four issues
that need to be looked at – Performance of conventional energy generation units, New conventional energy units, isolated units and non-conventional sources of energy. He said that I should discuss the non-conventional energy sources first.
I told him that I was aware of solar, wind and bagas (sugarcane by product). He asked me to describe the economics of Solar. I showed it to him that at the current rate, it’s unprofitable. Then, we went to Wind energy. I told him that the issues to look for
here are technology, fixed costs and practical viability (availability of areas) where they can be installed. We discussed each one of
them in greater detail from then on.
I told him that when it comes to buying technology, it would be very costly and technology transfer has to be on a mutual basis.
Then, we went it to the details of the windmill technology and its advantages in the Indian context. He was doing most of the talking here.
He asked me to do a commercial evaluation of all these technologies. I did the same considering three parameters – speed (because the industry has an external effect), cost and future viability (to incorporate learning curve effects). After shedding
some light on each one of them, he asked me to move on to the funding aspect in generation.
I told him that the money here can be drawn from four areas – government, Indian private, Foreign players and debtors. I told him how each one of them was different (most of the logic was thought on the spot). We then discussed about the amount of privatization that should be allowed. I was of the opinion that wherever private participation is allowed, it should be in both R&D and generation. Having only one of them was not of any use. He didn’t agree to it and he was of the opinion that we weren’t ready yet. We closed the interview on an argumentative note.
He asked me to ask a question at the end. I asked him what kind of persuasive powers consultants enjoy when it comes to public policy projects. He smiled and gave me a lot of insight into public policy consulting. He appreciated the fact at the end of the interview that I could make people talk. The whole experience lasted close to 20 mins.
Tips: Keep your cool. Show a good understanding of the things happening around you (may not be knowledge, but an opinion usually helps). Do not try to throw facts when they amount to nothing!
Round: Case Study Interview
Experience: He asked me about the problems that dealing with a union entails. There were a few more specific questions about my resume, in
which I had to describe the work I did. I spoke for some time – maybe 2 minutes.
Then he asked me the kind of preparation that our batch had done for consulting. I gave him some feedback about how the interview workshop process done by McKinsey could have been better and how different it was from other colleges (stressing on poor institutional memory and ways to deal with it). He asked me what my last case was about. When I told him that it was about public policy and I had like it. He said that he also wanted me to do a case in that. The whole conversation lasted close to a little over 10 minutes.
An extremely short case. It lasted less than 10 minutes. He asked me what a government could do to improve the banking
policy of a third-world country. To begin with, I told him that there is no generic answer and the policy has to be case specific. I also told him that I got a feeling that he was speaking from personal experience.
He said that I was right and asked me to take the case of Bahrain. He asked me what I knew about Bahrain and its banking industry. I told him that I knew it was a Muslim country and was staunch in protecting Muslim values (I used to collect stamps; I knew that they did not have a word of English – I told him that).
Then he gave me a good overview about Bahrain (lot of tangential stuff) and told me that the Finance minister was worried that the industry might lose it. He told me it was majorly into fostering corporate banks.
To begin with I told him that it was a case of B2B marketing and banks would stay if they get a good value proposition in Bahrain.
But then, if they get a better value proposition elsewhere, they’ll shift. He said I was right and asked me to think ahead. I asked him who these banks were. He told me that they were the Middle East bases of MNC banks. I asked him why the banks were there in the first case. He told me that it was centrally located and had liberal laws. I analyzed the geography and told him that what struck me was the fact it was close to Dubai. I asked him why not Dubai?
He told me that there was an announcement by the Dubai officials that they would make their policies freer than Bahrain and would make it a free trading zone.
I inferred from this saying that this might be a symptom of the real issue but wasn’t the actual problem. To this, he agreed. I told him that first of all I need to analyze the Dubai threat more closely. I told him first that we need to establish whether Dubai’s threat is credible or not (look at their history and look at the economic impact). He asked me to assume that they can do it. Then, I told him to look at the value proposition (including the switching cost to Dubai – local knowledge, skill base) that Bahrain provides and compare to the value proposition that Dubai gives. I told him that it is important to keep a futuristic view in mind. Then, I told him that what strikes me about the case is the fact that in this industry, it is very important to build your local clientele and not rely on foreigners. He said fine.
Then, I quizzed him about how developed was Bahrain’s retail and corporate banking was. I told him that it would relate very closely to the economic development was in Bahrain.
I told him that I felt that the real issue with Bahrain was the fact that the industry relied too much on MNCs without first satisfying local demand. I told him that I would like to create a policy keeping this in mind.
He asked me to stop the interview then and there.
Tips: Thinking on your feet is extremely important at the beginning of the case. First think commonsensical and then get on to the regular consulting case analysis. One way of dealing with a person you know is to use your previous experience with him (in any which way).
Round: Other Interview
Experience: I was told at the beginning that I won’t have a case. He asked me to ask a few questions that I felt were relevant.
I asked him how McKinsey makes the environment conducive for knowledge sharing. He gave me a few inputs.
I told him what I had read about McKinsey’s knowledge management in a HBS case. He heard it attentively. He then gave me an idea about the state of affairs now and particularly in India. I asked him about how sharing gets linked to performance initiatives. I also asked him how other firms (esp. consulting) do it. He then asked me to narrate a few instances about ISB. I told him that any education program is incomplete without pranks. I told him a few pranks that I had played on a few friends in ISB (and vice versa).
Tips: Be your natural self and try to gauge the interviewer’s body language when telling a story.
General Tips: 1. One of the key facets is to make the case completely seamless, wherein you have to link both the PI and cases and both the cases together.
2. Structuring is very important.
3. The other thing is to make the interviewer comfortable.
4. Do not speak a little too much.
5. With seniors, I think it is very important to listen.
6. It is also important to observe as you go along the interview process that every interviewer is looking for a particular skill or dimension in your personality.
7. It is also important that whenever you give a radical thought, you should back it up by sound strong logic.
8. Control the interview.
9. A bit of formal attitude would help.
10
Skills:
College Name: Indian School Of Business (ISB)
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