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These interviews give you the opportunity to showcase your communication, client, creative and analytical skills to your interviewer.
We hope that using both will help lead you to success during the upcoming recruiting season. A couple of changes have been made to enhance the training of those utilizing the book. First, we have included industry one pagers to give you an overview of each industry. Second, although we cannot prepare you for everything you might encounter during a your case interviews we went to great lengths to better diversify the case content.
Current cases cover a wide variety of topics from pharmaceuticals to aerospace, across several problem types. Finally, we have included a resource page and feedback form to help you prepare and help us improve the case book. This casebook could not have been completed without all of the wonderful cases submitted by your classmates.
We would also like to thank our friends at other MBA programs for sharing with us their old casebooks to supplement the cases herein. We wish you luck with your preparation and would like you to remember that your fellow DMCC members are here to help! Medium is considered to be at the level of a typical interview case. Also, demand is slowing down from emerging economies. Dosage and frequency of drugs can alter revenue. Products compete within various treatment areas T : cancer, landscape competitors, cardiovascular, psychology etc.
US, Europe and Japan are largest markets although emerging market opportunity substitutes, new entrants eg. China, India, Brazil is growing. Generic drugs are treated as substitutes and usually receive more favorable reimbursements by insurers. Doctors who prescribe these medicines Customers Insurance companies that pay for them i.
Increasing pressure from health insurance companies and Key trends hospitals to reduce prices. Loss of patent on key drugs for many large pharma companies, especially for specialty biologic drugs in the next 5 years. New entrants are more common in the low cost model. Barrier to entry include available gate substitutes, new entrants space. Revenue Advertising is a key revenue driver, additional revenue sources are subscriptions, one-time purchases video on demand, DVD purchase , licensing fees Costs Production costs salary, technology, location fees etc , distribution costs, marketing and advertising, promotions, capital costs studios, equipment etc.
Competitive Highly competitive with a few major players owning most of the market. New entrants such as Hulu and Netflix are changing the market. The main customers there are the advertising companies. For subscription based models, the end viewer or consumer of the content is the customer. Distribution Online streaming is the fastest growing channel, tradition distribution through retail outlets still exists. There is a large focus on creating and controlling content.
Is part of every industry Varies by type of product. For PCs revenue is primarily from sales of PC and also from support, for internet mobile Revenue applications revenue is driven by clicks on ads. IT services revenue is tied to staff utilization per employee. Costs For PCs and servers input costs include component costs, labor costs, distribution and support costs.
Semiconductors have high fixed costs. Few large competitors in the PC and server space, many competitors in the software and application development Competitive space. Internet companies have low barriers to entry and thus a highly competitive environment; acquisitions of landscape competitors, smaller players are common by the internet giants. Freemium and ad-driven revenue models for Key trends software. New technologies entering the business segment: Internet of Things, cloud computing, big data predictive analytics, mobile computing everywhere , 3D printing, machine learning.
In prior years other firms have provided sample cases. Please refer to older Fuqua casebooks for these examples, which are reflective of actual case interviews.
Many of these cases are new and therefore may still have small edits or areas for improvement. Prompt 1: Board Games Co.
BGC is a small board game distributor in the U. Currently, MEG is produced using conventional sources through natural gas. Greenya, a research company, has recently registered a patent to manufacture environmentally friendly, green MEG using corn-based ethanol.
Glycolia is thinking it may be able to charge a price premium for the green MEG and it is considering to buy the patent from Greenya. Should they do it? The financial analysis is key here and this is where the case is supposed to be driven towards. All the current market players are producing MEG using the conventional method. Exhibit 1 shows the market prices for conventional MEG over the past 3 years.
The plant construction and all startup costs are expected to be 1 USD billion. What should Glycolia do? What strategic considerations to be kept in mind? What is your final recommendation? Even with offtake scenario, the number is slightly positive given the large investment of 3 B.
Also, explore the possibility of buying and then licensing the technology to other players. Also, may miss a few points by not adding depreciation or including sunk costs Good Candidate Can do all the math correctly, but miss the strategic dimension of the case by missing the potential strategic partnerships that could be formed either with Greenya other alternatives or growing business in the future.
Excellent Candidate Can do all the math correctly without approximations. Capture the key strategic considerations and alternatives to be explored with Greenya. Identify the potential risks if any of the competitors buys this technology. Drawing from your previous experience, how do you manage stress? With this in mind, what are some potential avenues for revenue growth?
Several versions exist, but all are variants of the same base model. It serves all 50 states from regional offices in 32 states. Pushman currently has no international presence. Maintenance is included in the rental agreement, and is provided by Pushman. Competitor financial information is not available.
Such units feature all the amenities that are found in stationary public restrooms, including running water both hot and cold , mirrors, lighting, and air conditioning.
How would you approach estimating the size of the opportunity for such a product? For simplicity, assume that each rental is for one unit. What else should management consider in determining how best to enter the market? Please present your findings. How did you overcome this? A great framework will tie increases in costs to the recent acquisitions. The interviewee should be able to quickly synthesize analysis to compare costs at ML Bank over and and compare their relative percentages to the industry average.
The conclusion should be that Technology costs are what is driving costs being over- market. If not, ask the interviewee to come up with a list of reasons for why technology costs could have increased so much over the prior year. If the interviewee gets there quickly without the analysis, push them to see if they are sure. The goal is a Given this information, which option do you recommend the bank proceed with? As indicated in the initial prompt, ML Bank has recently undergone acquisitions of mid-size banks in the Northeastern US as well as regional credit card portfolios.
Along with these acquisitions comes merging entire technology portfolios: IT applications, software licenses, IT staff, data centers, servers, and customer-facing IT channels such as websites, web applications, and call centers.
Mergers create bloated IT portfolios and thus costs over the industry benchmark. A good interviewee will be able to talk qualitatively about each column as an important factor in the decision making process, and use those factors to select the right systems to retire. How would you summarize your findings? How did you handle the situation? What would you do differently in retrospect? The organization is comprised of a headquarters and local offices across the globe.
Historically, headquarters has provided local offices with standardized curriculum and marketing materials, but each local office has operated independently with its own board of directors, operating processes and data management systems.
In recent years, EI headquarters has been working to change this, particularly in regards to data management.
Fuqua Casebook 2019-2020.pdf
Consulting interview prep can be difficult - unlike some other kinds of job interviews, consulting interviews require interviewees to be quick on their feet. Consulting interviewers almost always initiate a case interview. Case interviews involve a business problem that candidates are prompted to solve. Success with consulting interviews comes with effective and efficient practice. Find case partners to practice with! Listed below are great resources to begin your prep journey. We recommend that you familiarize yourself with the case interview process before anything else.