BCG Case Interview Guide _ 2 BCG Type Cases

CRACKING THE CASE! Case Interview Guide

Table of contents

Introduction/review of interview basics Practice cases • Case 1: China outsourcing opportunity • Case 2: Growing specialty paper sales

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Why case interviews? Cases help us gain insight into how you might approach and analyze a typical business issue • Assesses your problem-solving capabilities, analytics and business judgment • Gives you a perspective of what consultants do Cases are representative of our work • Our interview cases are frequently taken from real BCG case work • However, keep in mind that in the interview there are not always clear 'right' or 'wrong' answers To do well on the case, the interviewer is looking for you to • Provide a clear structure for your analysis • Prioritize the components of the problem • Listen and use relevant information to develop a clear recommendation Case performance is not the only metric BCG uses to evaluate candidates, others include • Education, work and life experiences • Interpersonal and communication skills

'Use sound business judgment to take the quickest (ie, least resource intensive) path to the highest impact conclusion.' — BCG interviewer 78800-10-Case Interview Guide v3-03Oct07-DS-rrdc1-ATL.ppt

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Interview format 45 minute interview

Discuss prior experiences

10–15 minutes Open discussion (accomplishments, motivations) Case introduction

20–25 minutes

Case discussion Case wrap up

5–10 minutes

Q&A, your chance to ask questions

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Candidate evaluation criteria

Effectiveness and impact Self-motivated and tenacious

Problem solving and insight

Communication and presence

Structures the problem, resolves ambiguity

Projects self-assurance, credibility

Shows business judgment, prioritizes

Communicates concisely, effectively

Rigorous, accurate, quantitatively sound

Actively listens

A leader and team player Has substance, backs up claims Actively pursues selfdevelopment Drives to action, delivers results

Builds relationships of trust Curious, creative, goes beyond obvious Synthesizes, develops conclusions

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Five steps to approaching the case

Introduction Pose problem to be solved BCG role

Approach Evaluate structure to solve case

Provide basic facts (will vary in detail)

Restate your understanding of the problem Your role

State hypotheses Identify which analyses you think you need and why Explain what you are thinking

Analytics

Recommendation

Provide data and context as asked

Wrap up interview within time limit

Evaluate analytical performance (math, deductions, etc)

Evaluate recommendation

Ask for relevant data; explain any assumptions

Tie back to initial hypotheses

Execute computations

Conclude analyses with actionable recommendations

Next steps/other areas to explore May prompt with 'is there anything else [co] should consider?' Evaluate next steps

Translate recommendation to implementation Identify next steps for investigation, assumptions to verify

Explain the impact ('so what')

Without explaining the right approach, very difficult to succeed in other steps 78800-10-Case Interview Guide v3-03Oct07-DS-rrdc1-ATL.ppt

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Quick tips: 'DOs' Based on feedback from BCG interviewers

Open discussion Relax • Attitude shows through • Keep it conversational and fun Be enthusiastic and authentic • Be genuine to yourself • Show energy — smile! Know your 'story' • 1 minute, 2 minute, 5 minute versions • What you did at each job, what you learned, how you got the next position? • What sets you apart? • Tie your experiences into a career • Be prepared to guide conversation if appropriate The basics: Bring pen and paper, ask clarifying questions Listen, listen, listen Prepare a few questions to ask interviewer at the end of the interview — but do your homework first!

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Solving the case After the setup, ask 2–3 value added clarification questions to help you frame Use a relevant framework to help structure and prioritize. There is no standard approach Think out loud — make your logic/rationale explicit Pace yourself • Avoid a frantic start — collect your thoughts • Be aware of the time — you need to be progressing towards a recommendation Stop and summarize when necessary or if stuck Make it easy for the interviewer to follow calculations • Write down numbers • Don't overcomplicate the math Draw conclusions from the facts — identify pivotal evidence for your argument Conclude with a recommendation — what should the client DO? Have a viewpoint and conviction 6

Quick tips: 'Don'ts' Based on feedback from BCG interviewers

Open discussion

Solving the case

Focus solely on the case; the open discussion is also important in our evaluation of you

Begin asking a variety of questions before establishing an approach to problem

Fumble the basics (eg, "Why are you interested in consulting?")

Repeat back every detail of the case set up

Show concern/hesitation when the interview shifts to the case Provide long, technically detailed descriptions of your experiences

Get so set on a framework that you are unwilling to accept a new direction Avoid the math — interviewers are looking for your comfort level with numbers Ignore given information, 'clues' on relevant issues

Ignore interviewer's signals regarding pace, eg, answering two minute question with 10 minute monologue

Get 'bogged down' on less important issues Make critical assumptions without explaining the logic behind them Take too long to formulate the summary — think of the '30 second elevator speech' Ask "How did I do?" or "Did I get the right answer?" during the interview

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How to prepare Practice problem solving • Case examples (this book!, Wet Feet Press, consulting club casebooks, www.bcg.com) • Interview workshops and mock interviews • Student peers, former BCG associates, former BCG summer interns • Make it as realistic as possible (eg, timing, write down ideas/approach, talk out loud) Give cases to others to see things from the 'other side' Talk to alumni and friends who have experience with case interview formats Look at a few dozen other résumés — what makes you stand out?

Practice helps train you to structure the problem and think out loud; however, beware the risk of becoming 'robotic' with over-practice 78800-10-Case Interview Guide v3-03Oct07-DS-rrdc1-ATL.ppt

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Table of contents

Introduction/review of interview basics Practice cases • Case 1: China outsourcing opportunity • Case 2: Growing specialty paper sales

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Case 2

China outsourcing opportunity Problem set-up

The client is a national manufacturer of plastic consumer products that are sold in a variety of retail formats, including supermarkets, discounters, club stores, and dollar stores. The company has three main product lines — 1) Freezer bags, 2) Plastic plates and utensils, and 3) Specialty plates and utensils The CEO has been reading for some time about American companies outsourcing their production overseas to low-cost countries such as China. She wonders whether this makes sense for her company as well. It worries her that none of her main competitors have established foreign production capabilities; on the other hand, this could be a tremendous opportunity to gain a competitive advantage We have been asked to help the client understand the benefits and risks of moving its production capabilities to China and to provide a recommendation

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Case 2

China outsourcing opportunity Questions and facts (I)

Product description

Costs (China versus US)

Consumers

Competitive landscape

Freezer bags • Plastic bags used mainly to store food items in freezers

• All three product lines have similar cost structures and savings • Give interviewee exhibit 1

• Top purchase criteria is quality, since low quality bags will result in food spoilage

• Client is no. 3 in category, 200 million lbs sold • Category leader has strong brand and strong innovation

Plastic plates and utensils • Disposable plates and utensils; intended for single/limited use

• All three product lines have similar cost structures and savings • Give interviewee exhibit 1

• Top purchase criteria is price

• Client is no. 2 in category, 300 million lbs sold • Client at cost parity with category leader but has weaker brand

Specialty plates and utensils • Plastic plates and utensils produced for specific retailers, customized to their design specs

• All three product lines have similar cost structures and savings • Give interviewee exhibit 1

• Top purchase criteria is style/design • Because many products are new and untested, demand is highly variable

• Client is no.1 in category, 100 million lbs sold • No strong competitors

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Case 2

China outsourcing opportunity Questions and facts (II)

Topic

Information to share with interviewee

Current client production capabilities

• All products are made in a single factory in Ohio • The factory is at capacity and the company is considering building or acquiring a nearby facility

Chinese production options

• Client has no previous experience in building and managing a factory overseas • Client has met with several Chinese manufacturing partners and has done initial product testing – Cost – All three product lines have similar cost structures and savings – Give interviewee exhibit 1 – Quality – Lower quality on freezer bags – Equal quality on plastic plates and utensils (both regular and specialty) – Lead time – Need 3–4 weeks of additional lead time for each product line for transportation from China to US distribution centre

Chinese market, current client presence

• All three categories are relatively underdeveloped but growing, dominated by local manufacturers • Client does not currently have any sales in China, although a few of their US customers (eg, Wal*Mart) do have presence there

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Case 2

China outsourcing opportunity Exhibit 1

Costs in US ($/lb)

Costs in China relative to US

Labor

0.30

8% of wage rate 80% of productivity

Material • Plastic resin • Other material (including packaging)

0.30 0.20

80% 75%

Variable overhead

0.05

140%

Fixed overhead

0.10

60%

Transportation • China to US distribution centre • US distribution centre to customer

N/A 0.05

$6K to ship 40K lbs Same

Total

1.00

Costs

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Costs in China ($/lb) —

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Case 2

China outsourcing opportunity Sample approach

Main question

Key areas to explore

Analysis

Recommendation

Other factors

Should plastics manufacturer move production to China?

Cost savings

• Would save $0.25/lb (25% of current costs) • At current production levels, would save – $50M in freezer bags – $75M in plastic plates and utensils – $25M in specialty plates and utensils

Consumer behavior and purchase criteria

Effect on current production capabilities

• Quality is top purchase criteria for freezer bags – Lower quality from China • Price is top criteria for plastic plates and utensils • Style is top criteria for specialty plates and utensils – Highly variable demand requires short lead times

• Current plant is at capacity – Outsourcing would eliminate need to build additional capacity • Plastic plates and utensils are 50% of total production – Outsourcing may create too much extra capacity

• Outsource plastic plates and utensils to China • Do not outsource specialty plates and utensils • Do not outsource freezer bags (although further analysis may be warranted)

• To compensate for extra capacity that would be created in current plant, could produce new product line, rent out spare capacity, or move to smaller facility

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Case 2

China outsourcing opportunity Framework and analysis (I)

The interviewee should start with a brief overview of the potential benefits and risks of outsourcing to China. The main benefit is lower costs, mostly driven by inexpensive labor. A secondary benefit is a possible springboard into the emerging Chinese (and other Asian) market. Risks include lower labor productivity, possible quality issues, longer lead times, additional transportation costs, and potential communication/ coordination issues. Ask the interviewee about the ramifications of longer lead times — they include greater carrying costs, higher cycle and safety stock, greater forecast error, and less responsiveness to demand There are three main questions that the interviewee needs to answer • How much cheaper is producing in China? • What do consumers value and how would outsourcing affect those criteria? • What are the client's current production capabilities and how would outsourcing part/all of their production affect the remainder? First, the interviewee should size the opportunity — Is this a $5M or $500M opportunity? By solving for the last column in exhibit 1, the interviewee will find that the client would save $0.25/lb (25% of current costs) by outsourcing to China. Given current production levels, the client would save $50M by outsourcing freezer bags, $75M by outsourcing plastic plates and utensils, and $25M by outsourcing specialty plates and utensils. Two notes: 1) Costs may increase if the Chinese Yuan rises versus the dollar and 2) these estimates do not include a profit margin for the Chinese outsourcing partner

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Case 2

China outsourcing opportunity Framework and analysis (II)

The interviewee must recognize, however, that cost savings alone are not sufficient to make a decision. It is important to understand how an outsourced product will affect sales. The interviewee should suggest market research to understand consumer behavior Freezer bags: Since customers' top purchase criteria is quality and outsourcing would produce lower quality bags, the interviewee should raise a red flag here. A more sophisticated recommendation would be to conduct market research to see the impact on sales of the lower quality bag at lower prices — even though quality is more important than price, the magnitude of a price change may override the drop in product quality Plastic plates and utensils: The top purchase criteria here is price, which makes this product line an attractive outsourcing opportunity. Ask the interviewee what the client should do with the cost savings — potential recommendations include dropping price to steal share, investing to defend its position in case competitors begin outsourcing (eg, brand, innovation, customer service), and milking the product line as a cash cow Specialty plates and utensils: The highly variable and unpredictable demand for these products means that shorter lead times are critical in order to adjust production quickly. Longer lead times will result in greater forecast errors, higher safety/cycle stock, and more unsold inventory and/or out-of-stocks. Therefore, specialty plates and utensils should not be outsourced

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Case 2

China outsourcing opportunity Framework and analysis (III)

An analysis of customer purchase behavior indicates that plastic plates and utensils should be outsourced, specialty plates and utensils should not be, and freezer bags probably should not be. The final step is to understand the impact of outsourcing on the client's current production capabilities. For example, will it lead to plant closings (resulting in closing costs and possible negative publicity)? Will it lead to underutilization of current facilities? Since the current plant is already near capacity, moving plastic plates and utensils offshore would actually save the client from investing in new facilities. However, since that product line makes up 50% of total production (in terms of lbs), removing it may create too much extra capacity in the current plant for the two remaining lines. To compensate, the client could produce a new product line, rent out the extra capacity, or move to a smaller plant

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Table of contents

Introduction/review of interview basics Practice cases • Case 1: China outsourcing opportunity • Case 2: Growing specialty paper sales

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Case 3

Growing specialty paper sales Problem set-up

Your client is a leading manufacturer of specialty papers sold to commercial printers. The client produces self-adhesive sheeted papers that are ultimately used in a variety of labelling applications — including the labelling of consumer goods and the printing of self-adhesive signs Your client's operations are profitable, but the business has failed to grow over the past few years. The client would like to invest in the business and you have been asked to identify opportunities for growth

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Case 3

Growing specialty paper sales Questions and facts (I)

Topic Supply chain

Information to share with interviewee Raw mats

Layering

Sheeting

Packaging

Distrib

• Rolls of • Rolls of • Adhesive paper layered and liner • Adhesive paper cut applied to • Non-stick into sheets rolls liner • The client is not capacity constrained in its manufacturing processes • The client's manufacturing and packaging operations are currently configured to package specialty papers in boxes Customers

• There are approximately 24,000 commercial printers in the United States • Printers are roughly categorized into three groups: Small, medium, and large • Differences among the groups are driven by the type of printing technology employed and the size of print jobs that the printers are able to serve • Printers prefer to receive product from the specialty paper manufacturers in different forms, primarily driven by the type of printing technology employed – Small printers prefer to receive their specialty paper in boxes – Medium printers prefer cartons of specialty paper – Large printers prefer to receive palletized shipments of specialty paper

Market share

• The client has approximately 30% market share with small printers and only 10% share with medium and large printers

Client financials

• Margins are currently acceptable but management is against cutting price to gain market share, knowing that competitors can match price cuts • Price and cost to serve per equivalent box are different for each customer type

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Case 3

Growing specialty paper sales Questions and facts (II)

All figures are per equivalent box Small (boxes)

Medium (carton)

Large (pallets)

20.00

18.00

15.00

Materials

5.50

5.50

5.50

Coating

1.00

1.00

1.00

Sheeting

0.50

0.50

0.50

Packaging (direct costs)

3.00

2.00

1.00

10.00

9.00

7.00

20,000.00

3,000.00

1,000.00

100.00

500.00

3,000.00

20,000,000.00

13,500,000.00

21,000,000.00

Price to printer

Gross profit/($ per equivalent box) Number of printers Annual usage (number of equivalent boxes) Total potential profit pool ($)

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Case 3

Growing specialty paper sales Framework and analysis (I)

The problem set-up indicates that the client wants to invest in this business. Investment can take many forms including expansion of manufacturing operations and capacity, expansion of customer-facing activities, and acquisition of competitors. Its interesting to note that this is currently a profitable, no-growth business for the client. Investment decisions cannot be made unless the management team (and the interviewee) understand the market conditions as well as the client's internal capabilities This case does not lend itself well to traditional 'case solution structures'. A strong initial response is to list a set of internal and external factors that must be understood and evaluated. Ultimately, the interviewee should decide whether investment is warranted, and if so, where Strong hypotheses might include • Assuming the client is not capacity constrained, there are likely groups of customers that represent opportunities for profitable growth • Depending upon the current go-to-market strategy, the client may need to re-evaluate the way that it is configured to serve existing and potential customers

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Case 3

Growing specialty paper sales Framework and analysis (II)

Assume the client can expand their packaging operations to better serve medium or large customers, but not both Interviewee should recognize that a comprehensive solution evaluates the required investment to serve a particular market segment (packaging line, manufacturing operations, additional SG&A) against the expected return • For simplicity, interviewee should ignore taxes and depreciation, assume SG&A is fixed Client economics and cost to serve each customer group are shown on exhibit 1 Interviewee should evaluate the profit pool from serving medium and large customers. This should be based upon an assumption about the size of the market that the client can capture. Assuming the client can match its small printer market share, the client could capture an additional 20% of the medium or the large printer customer segment Assume the following (and reveal to interviewee when asked) • Investment and operation of carton packaging line would cost $675,000 per year • Investment and operation of the palletizing line would cost $2,300,000 per year

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Case 3

Growing specialty paper sales Framework and analysis (II)

A logical conclusion would be that an investment in a carton packaging line would be a superior investment compared to the palletizing line A strong answer may also include following • The carton packaging line is a less-risky investment (requires less up-front capital) • The solution assumes a static environment. If large printers are growing in number and or usage of specialty paper, this may change the answer • The investment in a new carton packaging line would need to be evaluated against other potential investments to understand if it is the optimal use of the client's capital

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