Massachusetts Institute of Technology
"#$#%&'&$( )*$+,-(.$% )#+&/**0 by The Consulting Club at MIT
Edited by Jeremy David Curuksu March 2015 Cambridge, MA
Table of Contents
Contributions
1. How to Develop a Tailored Case Structure?
2. High Level Case structures
2.1 2.2 2.3 2.4 2.5 2.6 2.7
Proposition for a “one-size-fits-all” “on e-size-fits-all” The Profit framework Operations Growth Pricing Mergers & Acquisition New venture & Start-ups
3. Practice Cases
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10
Lymphoma Coolarpess Travel Logistics Pharma+ Video Interpreter Acquisition Railways Chemicals A Classic brainteaser Foodland Turnaround Coffee Shop
Pharmaceutical Operations Cost Reduction Pharmaceutical Strategy Private Equity New Product Brainteaser Profit New Market
Difficult Difficult Difficult Medium Medium Medium Medium Easy Easy Easy
Table of Contents
Contributions
1. How to Develop a Tailored Case Structure?
2. High Level Case structures
2.1 2.2 2.3 2.4 2.5 2.6 2.7
Proposition for a “one-size-fits-all” “on e-size-fits-all” The Profit framework Operations Growth Pricing Mergers & Acquisition New venture & Start-ups
3. Practice Cases
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10
Lymphoma Coolarpess Travel Logistics Pharma+ Video Interpreter Acquisition Railways Chemicals A Classic brainteaser Foodland Turnaround Coffee Shop
Pharmaceutical Operations Cost Reduction Pharmaceutical Strategy Private Equity New Product Brainteaser Profit New Market
Difficult Difficult Difficult Medium Medium Medium Medium Easy Easy Easy
Contributions
This casebook and its 10 original cases were conceived and executed through the volunteer effort of a dedicated project team at CCM in Spring 2014. The generous fellows are listed below –JC !
Jingnan Lu
2 cases
!
Benjamin Lai
1 case
!
Ayla Ergun
1 case
!
Ani Rajashekar
1 case
!
Hasan Celiker
1 case
!
Bangqi Yin
1 case
!
Patricia Egger
1 case
!
Jeremy Curuksu
2 cases + introduction (§1/§2)
1.
How to Develop a Tailored Case Structure?
The dilemma A classic dilemma for consulting practitioners is how much to rely on pre-defined frameworks. When does a structure stop qualifying for “one size fits all” and start “reinventing the wheel”? How to strike a right balance? Developing a tailored case structure is a frequent source of failure from candidates at ca se interviews because there is no clear consensus on what represents a good MECE (mutually exclusive, collectively exhaustive) framework. Some consultants (hence interviewers) openly recommend never using preexisting frameworks, yet developing multi-prong, structured approaches. This was explicitly advised at a McKinsey social gathering (yours truly!). Other professionals consider reference structures and experience to be invaluable building blocks when developing a tailored case structure. Who is to say who is right? Well in this casebook we will assume that reference frameworks such as the ones presented in section 2 should be leveraged when developing a tailored case structure. This is because we believe that the other type of discourse suffer from inconsistencies and learning issues: it is easy to recommend following your gut and being creative when you have worked in the industry for a few years, but for a beginner to adopt best practices, we recommend to leverage the widely popular frameworks. The current section provides recommendations for tailoring, and section 2 provides a set of tools and experiences that have proven successful in the past, indeed.
Tailoring The concept of inductive reasoning is key to develop a tailored case structure. A tailored structure represents an issue tree which can be constructed by following 5 steps:
Step 1: Define one key focal issue
This initial issue should be carefully designed with the client (a.k.a. the interviewer).
Step 2: Brainstorm key sub-issues
The second step is where tailoring already starts. A classic mistake is to skip steps 2-4 and directly use a popular framework in the lines of those suggested in section 2. Indeed, all sub-issues should relate to the key focal issue in a way that the consultant (a.k.a. the interviewee) can easily articulate. But again, one needs to strike the right balance: to efficiently brainstorm and navigate through relevant ideas, the popular frameworks and your personal experiences will both be of assistance.
Step 3: Build an issue tree by clustering sub-issues into MECE categories
Step 3 consists in cleaning the set of issues gathered in step 2. Goal is to avoid redundancies and clarify meanings. Step 2 and 3 are recursive since step 3 might help detect missing issues and send back to step 2.
Step 4: Prioritize issues and sub-issues
Step 4 consists in re-arranging the set of issues selected in step 3. Goal is to prioritize the most important issues for which data can be gathered and analyzed within a reasonable time frame.
Step 5: Ask questions to validate / invalidate hypotheses and gather facts / figures
Step 5 is where the research and analysis part of the assignment really starts. In an reallife client assignment, the structure provides pointers to delegate tasks in the team and to assess progress in the project.
Hypothesis generation The key focal issue as well as the sub-issues are often called hypotheses, which is a more direct form of inductive reasoning whereby the researcher starts with an intuitive answer based on its experience or expertise, and gather facts to (in-) validate the hypothesis. Hypothesis-generation is often used because it leads to more focused and thus potentially more efficient data gathering.
Client bias When developing a structure, it is also important to resist the temptation of following too closely the client’s suggestions. A key feature explaining why management consulting met so much success in the past is that diagnosing a problem and identifying root causes both require unbiased and analytical inquiries. Even if business experience and acumen can help prioritize some lines of inquiries, a consulting diagnostic and prescription ultimately must rely on facts and figures.
2.
High Level Case Structures
2.1
Proposition for a “one-size-fits-all”
Business Case Industry
Competition
Client
Growth
Shares
Capabilities
Customers Segments Characteristics Needs Profitability Trends
Competition basis
Finances
Prices
New Entrants
Product Segments Differentiation Profitability Trends
Trends
P&L / Best Practice
Competitive Response
Barriers to Entry Risks Value Chain
1- Industry How is the industry doing? Is the client growing compared to industry average? Define customer segments. What are their characteristics? (demographics, psychographics, needs) Are we meeting the needs of the customers? Which segments are most profitable? How did it evolve recently? What are the key barriers to entry? (capital requirement, regulations, access to distribution, IP) 2- Competition What are the market shares? How did they evolve recently? On what competition is mainly based? Are our prices in line with competitors? What will be the competitive response? Have there been new entrants lately? Have some competitors change recently? prices, products, marketing, strategy) 3- Client What is our client capabilities / core competencies? How is our client doing financially? Are there cash reserves? What are the different products? How do the products work? How does our product differentiate from competition? Which products are most profitable? How did the different business units evolve recently? Which products have most potential? What are costs and revenues? How did they evolve compared to competitors? How does the value chain work? Are there been issues with operation, supply, distribution?
2.2
The profit framework
Profit Issue Scope Industry Why Goals
Revenues
Costs
Revenue Streams Price per unit Sales volume
Cost Breakdown Fixed costs Cost per unit Production volume
Percentages What, How Products Business model
Custom Tree Growth Organization Due Diligence
Trends Trends
Any Issue Tree Balance
Balance
1- Scope
How is the industry going? Is the client growing compared to industry average? What are the market shares? How did they evolve recently? What are the objectives? What are the products? How does our business model work and differentiate in the market place? 2- Revenues
What are the revenue streams? Define segments (by product line, customer type, distribution channel type, geography) For each segment: what are the price per unit and sales volume? What percentage of total revenue does each stream represent? (look for high revenue products) How revenue streams and percentages have changed lately? And why? Does anything seem unusual? 3- Costs
How are the costs distributed? What are fixed costs and investments? What are the variable cost per unit and production volumes? How costs have changed lately? And why? Does anything seem unusual? 4- Custom Tree
The above P&L delivers a quantitative explanation for the client’s profit problem, and spells out potential root causes. Based on this diagnostic, the assignment can then advance to a more qualitative stage of inquiry, into the internal or external circumstances responsible for the observed symptoms, and in the pursuit of tailored solutions
2.3
Operations
Operational Issue Business Model
Value Chain
Benchmarks
Industry Value network Regulations Trends
Procurement Suppliers Transportation Storage/handling
Competition Costs per unit Volumes Cost effectiveness Trends
Portfolio / SBUs
Processing Procedure Technology Maintenance
Differentiation in Marketplace
Innovations Technologies Product features Business Models
Action Plan Milestones: Control systems Reengineering Innovation M&A Budgeting Cost reduction Downsizing
Delivery (e.g. Packaging) Marketing Promotions Sales Channels Customer Support
1- Business Model
What customer needs do our products address? What problems are they trying to solve? Are there important regulations in this industry? How is the industry doing overall? How is the client doing compared to the industry? What are the market shares? How did they evolve recently? Overview strategic business units and product portfolio. How does the client compete in the market place? (differentiation, cost leadership) 2- Value Chain
How do procurement, processing, delivery, and marketing work? What are the costs per unit for each activity of the value chain? How cost-effective are current promotional tools and sales channels? 3- Benchmarks
How does each activity of the value chain compare with competitors? (costs, effectiveness) Can we find innovative ideas in-/out-side the organization that have potential for its business? 4- Action Plan The above analysis delivers a set of opportunities for improving operations. Based on these insights, the assignment can then advance to a more action-oriented stage of inquiry, into the innovations that have potential to maximize value and minimize cost for each operational activity.
2.4
Growth
Growth Strategy Market Opportunities
Client Capabilities
Menu of Strategies
Landscape Trends Success factors Regulations
Differentiation in Marketplace
Competition Shares Competition basis Prices
Operations
Options In-/De-crease prices Price dynamically Change product line Change packaging Change serving sizes Change distribution Increase services Increase marketing Innovate product Innovate model Reengineer model Create alliances Acquire competitors Diversify
Portfolio / SBUs
Innovations Finances
Consumption Segments Potentials Market sizing
Action Plan Management Spinoff Acquisition Alliance Milestones Budget Structure Policies IT system Training system Control system Risk Analysis
1- Market Opportunities How is the industry doing (growth cycle)? How is the client doing compared to the industry? What are the key success factors in this industry? Are there important regulations in this industry? What are the market shares? How did they evolve recently? On what competition is mainly based? Are our prices in line with competitors? Define customer segments (demo-/psycho-graphics, needs); Which segments are most profitable? What do customers look-for in each segment, what problems are they trying to solve? Are there potential non-consumption or currently over-served consumption opportunities? Can we find innovative ideas in-/out-side the organization that have potential for the business? What is the total market size? 2- Client Capabilities What are the client’s core competencies and competitive edges? What is the pricing strategy? What is the client’s current product portfolio? Which products have most potential? How does the client operate its value chain? (procurement, processing, delivery, marketing) How advanced is the client’s innovation culture? (teams, structures, systems) How is the client doing financially? Are there cash reserves? 3- Menu of Strategies What strategic direction(s) best fit the situation? (follow the Ansoff matrix in Fig. x: market penetration, market development, product development, or diversification) What are the options for the client to execute that strategy?
4- Action Plan
The above analysis delivers a set of opportunities for growth and innovation. Based on these insights, the assignment can then advance to a more action-oriented stage of inquiry: determine what division or organization should execute the strategy, develop mechanisms to manage the interface with the organization, and analyze risks based on alternative scenarios such as new technology, regulation, market trends, competitive response.
(Exhibit-- Ansoff Matrix)
2.5
Pricing
Pricing Strategy Scope Objective Short-term Long-term Level of Control Internal strategy Reaction to: - suppliers - market - competitors
Costs Analysis
Competitive Analysis
Economic Analysis
Variable costs
Differentiation
Need Addressed by Product
Fixed costs
Prices
Breakeven Analysis
Costs
Willingness of Market to Pay
Strategies
Market Sizing
Response of Competitors
1- Scope
Is the client motivated by short-term return (increasing profit ASAP) or long-term return (e.g. increasing market shares)? Does the case arise from an internal growth strategy or is the client reacting to recent external events? 2- Cost Analysis
What are the variable costs, fixed costs, and investments? How costs have changed lately? And why? What is the breakeven volume for different price points? 3- Competitive Analysis
How does the product compare with competitive offerings and substitutes? What are the prices of competitive offerings and substitutes? Do we have information on their costs? On their pricing strategies? Think about how competitors will react to our proposed strategy. 4- Economic Analysis
What customer needs does the product address? What problems is it trying to solve? What customers would be willing to pay for this product? What is the total market size? Are there potential non-consumption or currently over-served consumption opportunities to factor in? (disruptive innovation, blue ocean strategy) Which phase of its growth cycle is this industry in?
2.6
Merger & Acquisition
Merger / Acquisition Due Diligence
Scope Client Motivations Market share Synergies Diversify Shareholders Taxes Reselling Industry Players Shares Regulations Trends
Target
Outlook Together
Products
Products
Products
Customers
Customers
Customers
Value Chain Procurement Operations Distribution Marketing
Value Chain Procurement Operations Distribution Marketing
Value Chain Procurement Operations Distribution Marketing
Culture
Culture
Culture
Management
Management
Management
P&L
P&L
P&L
Risks Legal Regulatory Tech Change Competitive response Milestones Form a special unit
Get support/ commitment to one single culture
Valuation (P/E ratio or NPV) 1- Scope What are the objectives? (market share, synergies, product diversification, competitive response, stock value, tax advantages, break target up and sell off parts) What customer needs do our products address? What problems are they trying to solve? Are there important regulations in this industry? How is the industry doing overall? How is the client doing compared to the industry? What are the market shares? How did they evolve recently? 2- Due Diligence Compare the potential of business model between the client and the potential target(s), and estimate the potential of a combined model: What are the product offers, customer bases and market shares, value chains, and cultures? Are there synergy opportunities to add value through better management? Estimate revenues, costs, synergy opportunities, and resulting profits. Value the target using a quick P/E ratio estimate or a more rational Net Present Value computation that factors in discounted cash flows, discounted synergies, and perpetuities 3- Risks and Implementation Are there any legal reason, governmental regulation, or technology risks why we should not move forward with integrating the proposed target company? How competitors will react? Form a separate unit / team that will oversee the integration, get support and contribution from both partners, develop incentive programs to encourage employees to commit to only one culture
2.7
New ventures & Startups
New Venture Business Model Landscape Value network Competition Success Factors Barriers to Entry Entry Strategy
Management
Customers
Action Plan
Capabilities
Segments Characteristics Potentials Trends
Refine the Business Model
Finances Current Portfolio Potentials Differentiation Value chain
Operations
Innovations Technologies Product features Business Models
Fit Pricing
Market Sizing
Engage with Customers Milestones Fund gathering Budgeting Partnership Control systems
P&L Forecast 1- Business Model What customer needs do our products address? What problems are they trying to solve? How will the client compete in the market place? (differentiation, cost leadership) What are the key success factors? How did market shares evolve recently? What are the key barriers to entry? (capital requirement, regulations, access to distribution, IP) What are the advantages / disadvantages of starting from scratch vs. acquisition vs. joint venture? How will the client operate its value chain (procurement, processing, delivery, marketing) How the client will price the product? 2- Management What are the accreditations and competencies of the management team? How is the client doing financially? Are there cash reserves? What capital structure (debt vs. equity) and allocation of funds can be considered? What is the client’s current product portfolio? Which products have most potential? How does our client currently differentiate from competition? Will current operational workflow benefit in/from the new business? How the new business will fit with the rest of the product portfolio? (synergy, cannibalization) Forecast costs, revenues, and ROI with time horizon 3- Customers Define customer segments (demo-/psycho-graphics, needs); Which will likely be most profitable? Can we find innovative ideas in-/out-side the organization that have potential for the business? What is the total market size? Are there potential non-consumption or currently over-served consumption opportunities to factor in? (disruptive innovation, blue ocean strategy) 4- Action Plan The above analysis delivers a better understanding of customers, competitors, innovators, and the overall potential of the client’s new venture. Based on these insights, the assignment can then advance to a refinement and implementation stage: integrate new features in the business model, engage with customers through surveys and promotional campaigns (free trial, demonstration), articulate milestones that will bolster the new value chain.
3.
Practice Cases
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