FINAL CAMPUS RECRUITMENT
Round 2 Details Interviewer
2. After having a small discussion about
above, they seemed satisfied with the response and handed over the second data sheet:
This sheet had 4 tables; comparing 6 countries on various parameters. They gave me 2 minutes to go through the table and make decision which country w
The below table is a consolidated version of 4 tables; I cannot recall the exact values and hence I’m putting high/low values to the best of my memory (red bold ones are the ones I’m sure about): Coun try Per capi ta Inco me India V. Low Chin a V. Low Austr alia High allowed etc.)
Target country’s development metrics Per capita income
Ease of Doing Business
After having a small discussion about some of the headers above, they seemed satisfied with the response and handed over the second data sheet:
This sheet had 4 tables; comparing 6 countries on various parameters. They gave me 2 minutes to go through the table and make decision which country would I choose and Why?
The below table is a consolidated version of 4 tables; I cannot recall the exact values and hence I’m putting high/low values to the best of my memory (red bold ones are the ones I’m sure
Exp. On health care Mar ket Size Gro wth Rate Health care penetr ation Compe titive Intensit y V. Low V. Low V. High Low Low Low V. Low V. High Low Low High V. High
Low V.High High
Page 103 some of the headers above, they seemed satisfied with the response and handed
This sheet had 4 tables; comparing 6 countries on various parameters. They gave me 2 minutes to go through the table and
ould I choose and Why?
The below table is a consolidated version of 4 tables; I cannot recall the exact values and hence I’m putting high/low values to the best of my memory (red bold ones are the ones I’m sure
Intensit Profita bility Med High Med
2014 SPJIMR Consulting Casebook UK High Italy High Mexi co Low
Clearly, a choice was among the developed countries (Aus, UK and Italy), not only because of the data in the table but also because the client targets premium segment with innovative products which are more likely to be successful in similar countries, where apart from spending power, market size even the regulations are more friendly as compared to India or China which still don’t allow 100% FDI in insurance.
Based on the above table, I told that I would go with
Reasons – (Big market size, reasonable growth, and very high penetration of healthcare insurance products which is a sign of a developed market where innovative products of our client
likely to work)
Without probing further, they asked me what would be my second choice. I wasn’t prepared for this, and since they wanted an immediate response
too much thought). They asked why Italy
what stood out was its very low competitive intensity, which would make it easier for our client to enter and grab decent market share as compared to some of the other countries.
V. High
High V. Low
High High High High High High Low
Low Low High Low Low
Clearly, a choice was among the developed countries (Aus, UK and Italy), not only because of the data in the table but also because the premium segment with innovative products which are more likely to be successful in similar countries, where apart from spending power, market size even the regulations are more friendly as compared to India or China which still don’t allow 100% FDI in Based on the above table, I told that I would go with
(Big market size, reasonable growth, and very high penetration of healthcare insurance products which is a sign of a developed market where innovative products of our client
Without probing further, they asked me what would be my second choice. I wasn’t prepared for this, and since they wanted an immediate response – I shot the gun and said Italy (without giving too much thought).
They asked why Italy, I said most metrics were more or less same what stood out was its very low competitive intensity, which would make it easier for our client to enter and grab decent market share as compared to some of the other countries.
Page 104 Med
Low (- ve)
Med
Clearly, a choice was among the developed countries (Aus, UK and Italy), not only because of the data in the table but also because the premium segment with innovative products which are more likely to be successful in similar countries, where apart from spending power, market size even the regulations are more friendly as compared to India or China which still don’t allow 100% FDI in Based on the above table, I told that I would go with Australia. (Big market size, reasonable growth, and very high penetration of healthcare insurance products which is a sign of a developed market where innovative products of our client are more Without probing further, they asked me what would be my second choice. I wasn’t prepared for this, and since they wanted an I shot the gun and said Italy (without giving , I said most metrics were more or less same – what stood out was its very low competitive intensity, which would make it easier for our client to enter and grab decent market share
2014 SPJIMR Consulting Casebook
Sushant/VT asked, whether it’s the companies are bleeding (
countered this by saying that this might be just one year’s data, and doesn’t mean that it’s a norm. Sushant said, assume its 5 year average given. I said
the second choice of country. I mentioned UK and they seemed alright. Sushant asked among developing countries which one would you choose; I spoke about why most metrics favored China and that would be my choice.
Now they asked me to look at some of the entry modes and the considerations for each entry mode.
My response: Entry Modes à
exports. Licensing and franchisee modes were also ruled out with due reasoning considering client’s business model. We were left with JV, Brownfield or Greenfield.
I laid out the following considerations for the mode of entry:
Initial Investment and Returns, Time to market, Risk Appetite, Regulatory barriers, Impact on brand
I asked them that which was the most important aspect for our client – and they said time to market was key. This made me recommend brownfield (acquisition of an existing player in Australia).
They then handed me over the 3rd data companies in Australia.
This gave me some confidence, as my first decision was right to go with Australia.
Sushant/VT asked, whether it’s a good idea to enter a country where the companies are bleeding (-ve profitability). I was stuck but countered this by saying that this might be just one year’s data, and doesn’t mean that it’s a norm. Sushant said, assume its 5 year average given. I said in that case I’ll have to revise my decision for the second choice of country. I mentioned UK and they seemed alright. Sushant asked among developing countries which one would you choose; I spoke about why most metrics favored China and that
hoice.
Now they asked me to look at some of the entry modes and the considerations for each entry mode.
à As it was a service (Insurance); I obviously ruled out exports. Licensing and franchisee modes were also ruled out with easoning considering client’s business model. We were left with JV, Brownfield or Greenfield.
I laid out the following considerations for the mode of entry:
Initial Investment and Returns, Time to market, Risk Appetite, Regulatory barriers, Impact on brand and Complexity involved
I asked them that which was the most important aspect for our client and they said time to market was key. This made me recommend brownfield (acquisition of an existing player in Australia).
They then handed me over the 3rd data sheet. Which had data on companies in Australia.
This gave me some confidence, as my first decision was right to go
Page 105 a good idea to enter a country where
ve profitability). I was stuck but countered this by saying that this might be just one year’s data, and doesn’t mean that it’s a norm. Sushant said, assume its 5 year in that case I’ll have to revise my decision for the second choice of country. I mentioned UK and they seemed alright. Sushant asked among developing countries which one would you choose; I spoke about why most metrics favored China and that Now they asked me to look at some of the entry modes and the
As it was a service (Insurance); I obviously ruled out exports. Licensing and franchisee modes were also ruled out with easoning considering client’s business model. We were left with I laid out the following considerations for the mode of entry:
Initial Investment and Returns, Time to market, Risk Appetite, and Complexity involved
I asked them that which was the most important aspect for our client and they said time to market was key. This made me recommend brownfield (acquisition of an existing player in Australia).
sheet. Which had data on
2014 SPJIMR Consulting Casebook
I vaguely remember the table; so again using indicators where needed Company Revenue ABC 2X XYZ 1X MNO 1.1X PQR 0.7X DEF 1.2X
It was now a mini M&A case. But Sushant/VT asked me to be quick and tell which company and why.
After giving reas
interested in getting acquired as it already has good market share and profitability; it was only the remaining players who might be keen. I mentioned to Sushant/VT that here I’m assuming that all other players are open to getting acquired; and that we need to select the best target company.
I also stated my assumption that the capital structure of all the companies would be within a similar range
P/E more confidently. Even though PQR wa
P/E) and could have been acquired at much lower cost (or low I vaguely remember the table; so again using indicators where
Revenue Net Profit Margin P/E Penetratio n in ma 2X 5-6% V. High High 1X 5-6% High High 1.1X 6% Medium Medium High 0.7X 7% V. Low Medium 1.2X 4% Medium Medium
It was now a mini M&A case. But Sushant/VT asked me to be quick and tell which company and why.
After giving reason that the biggest player ‘ABC’ would not be interested in getting acquired as it already has good market share and profitability; it was only the remaining players who might be keen. I mentioned to Sushant/VT that here I’m assuming that all are open to getting acquired; and that we need to select the best target company.
I also stated my assumption that the capital structure of all the companies would be within a similar range – so that we can use the P/E more confidently.
Even though PQR was most profitable yet highly undervalued (low P/E) and could have been acquired at much lower cost (or low
Page 106 I vaguely remember the table; so again using indicators where
Penetratio n in market High High Medium- High Medium Medium
It was now a mini M&A case. But Sushant/VT asked me to be quick on that the biggest player ‘ABC’ would not be interested in getting acquired as it already has good market share and profitability; it was only the remaining players who might be keen. I mentioned to Sushant/VT that here I’m assuming that all are open to getting acquired; and that we need to I also stated my assumption that the capital structure of all the so that we can use the s most profitable yet highly undervalued (low P/E) and could have been acquired at much lower cost (or low
2014 SPJIMR Consulting Casebook
premium) I said it could be because of some market sentiment against that firm that we might be unaware of. This added with its relatively smaller s
medium-high penetration in market and a decent NPM and modest valuation as compared to other target companies.
As closing remarks
post integration issues like c
not available as part of data provided. What worked for me:
comprehensive. I guess my preparation (4 members including me)
different case types, over 30 guesstimates and sector study helped big time. The case practice helped me state most of the considerations/headers without much effort.
What didn’t:
cut/interrupted by the interviewers to move forward. I took too much time to explain and give background/rationale behind each decision. Interviewers are smarter and they get it without you having to give out each and every detail.
Interviewer Name Sivakumar Paramasivam, Sudeep Krishna, Kamesh Mullapudi
Interviewer Designation
Senior Managers and Director Round Type : Presentation
premium) I said it could be because of some market sentiment against that firm that we might be unaware of. This added with its relatively smaller size made me eliminate this. I chose MNO for its high penetration in market and a decent NPM and modest valuation as compared to other target companies.
As closing remarks – I added that the client would have to work on post integration issues like culture and explore synergies which were not available as part of data provided.
What worked for me: The analysis given the time frame was quite comprehensive. I guess my preparation – Consulting Interest Group (4 members including me) – where we practiced more than 20 different case types, over 30 guesstimates and sector study helped big time. The case practice helped me state most of the considerations/headers without much effort.
I was being quite verbose – and was constantly ed by the interviewers to move forward. I took too much time to explain and give background/rationale behind each decision. Interviewers are smarter and they get it without you having to give out each and every detail.
Round 3 Details
ivakumar Paramasivam, Sudeep Krishna, Kamesh Mullapudi
Senior Managers and Director Presentation
Page 107 premium) I said it could be because of some market sentiment against that firm that we might be unaware of. This added with its ize made me eliminate this. I chose MNO for its high penetration in market and a decent NPM and modest I added that the client would have to work on ulture and explore synergies which were The analysis given the time frame was quite Consulting Interest Group more than 20-25 different case types, over 30 guesstimates and sector study helped big time. The case practice helped me state most of the and was constantly ed by the interviewers to move forward. I took too much time to explain and give background/rationale behind each decision. Interviewers are smarter and they get it without you having
2014 SPJIMR Consulting Casebook Case Based/Personal
Interview/GD
Duration of the Process 15 Min Narration of the
Interview/GD, as descriptively as possible
This was just a presentation of the case in the 2 Was pretty straight forward
client’s problem statement, scope of work, assumptions, and logical steps towards the entry strategy (and a mini M&A)
follow for Corporate competition presentations like TBLA, TSMG.
I had prepared slides on a piece of paper as I had got close to 45 minutes before this round. But while presenting I was told not use the whit
it was more of a 10 min presentation where the panel continuously interrupted and even started discussions on random topics. But I tried to bring back the discussion on the entry strategy case each time.
What worked for me
wanted to test your patience and focus. As long as you remain calm its fine.
What didn’t:
during the presentation. Final Outcome:
15 Min
This was just a presentation of the case in the 2
Was pretty straight forward – it was about stating the client’s problem statement, scope of work, assumptions, and logical steps towards the entry strategy (and a mini M&A) backed by rationale. The usual structure that we follow for Corporate competition presentations like TBLA, TSMG.
I had prepared slides on a piece of paper as I had got close to 45 minutes before this round. But while presenting I was told not use the whiteboard and not to refer notes. So it was more of a 10 min presentation where the panel continuously interrupted and even started discussions on random topics. But I tried to bring back the discussion on the entry strategy case each time.
What worked for me: It was more of a round where they wanted to test your patience and focus. As long as you remain calm its fine.
What didn’t: I could have perhaps used more numbers during the presentation.
Final Outcome: Made it.
Summary
Page 108 This was just a presentation of the case in the 2nd round.
it was about stating the client’s problem statement, scope of work, assumptions, and logical steps towards the entry strategy (and a mini backed by rationale. The usual structure that we follow for Corporate competition presentations like TBLA, I had prepared slides on a piece of paper as I had got close to 45 minutes before this round. But while presenting I eboard and not to refer notes. So it was more of a 10 min presentation where the panel continuously interrupted and even started discussions on random topics. But I tried to bring back the discussion on It was more of a round where they wanted to test your patience and focus. As long as you I could have perhaps used more numbers
2014 SPJIMR Consulting Casebook 3 or 4 Key tips to crack the interview 1) 2) 3) 4) Autumns Specific: If PPO/PPI was offered, what went in your favor?
What went
PPI interview was luckily scheduled 4 days after the Deloitte S&O process
INTERVIEW EXPERIENCE #3
Name Deeksha Sahni
Specialization Finance
Company Deloitte US India
Selection Process : PPO/PPI-PPO/Finals
Finals
Role offered Consultant, Strategy and Operations Work Experience 23 months with AT Kearney India
1) Well rounded CV – be thorough with every point at least 5 levels deep (i.e. prepared to face 5 levels of follow up questions)
2) Case/Guesstimate Preparation – Form a consult group – (4-6 members), 2 months of effort including 30+ different cases and ~40 guesstimates
3) Don’t be verbose – be articulate and crisp.
4) Ask intelligent questions to the interviewer. Well researched. Go through your interviewer’s profile if possible.
What went in my favor was that the Autumns company PPI interview was luckily scheduled 4 days after the Deloitte S&O process – So I didn’t have to appear for it!
Deeksha Sahni Finance
Deloitte US India Finals
Consultant, Strategy and Operations 23 months with AT Kearney India
Page 109 be thorough with every point – at least 5 levels deep (i.e. prepared to face 5 levels Form a consult 6 members), 2 months of effort including
d ~40 guesstimates be articulate and crisp.
Ask intelligent questions to the interviewer. Well researched. Go through your interviewer’s profile if in my favor was that the Autumns company PPI interview was luckily scheduled 4 days after the
2014 SPJIMR Consulting Casebook Number of Interview Rounds
3
Interviewer Name Kamesh Mullapud, Jatin Interviewer
Designation
Director, Strategy and Operations and Industry Lead for TMT Practice; Don’t remember for the second panelist Round Type :
Case Based/Personal Interview/GD
CV Based
Duration of the Process ~40 mins Narration of the
Interview/GD, as descriptively as possible
- Walk us through your resume. Three key highlights of your CV!
- Details on work experience at AT Kearney responsibilities, learning
- Why MBA? What skills have you acquired to become a