Case Competition Tips

March 2015

Aakash Parlecha
Goizueta Consulting Club

Table of Contents
1.

Case Competition Process

a. Sample Timeline
b. General Tips
c. Team Dynamics

2. Analysis
a. Resources
b. Frameworks
c. Analytical Tools

3. Storyboarding
a. PowerPoint Tips
b. Chart & Data Tips

Case Competition Process

Understanding where you are in the cycle can help you prioritize tasks
Workstreams, although effective, can often create silos and barriers for each team member. Make sure to constantly
communicate ideas and make everyone involved with major decisions. Cross-workstream communication can sometimes
generate the best ideas.

Structure &
Analyze

Understand

Key activities

Skills
required

Listen

Use analytical framework

Ask questions/ clarify

Breakdown issues

Confirm understanding

Prioritize issues

Perform calculations

Identify options

Recommend

Analyze impact of
options

Synthesize analytical
process

Identify potential
risks

Reach conclusion

Present
recommendations

Communication

Structuring

Quantitative

Communication

General business
knowledge

Problem solving

Communication

Big picture thinking

Analytical

Analytical

Source: Adapted from Ernst & Youngs Case Tips

Evaluate
Options

Collective learnings from past case competitions

Dont forget to have fun and network with professionals while working on a case. Soliciting feedback after the
presentation is a great way to show commitment to professional development.

Team, Team,
Team

Dont just
partner with
friends, find
people who
have skillsets
you dont
Diversity
matters a lot

Build Rapport

Go out to get
drinks/dinner
together as a
team before
the case starts
Understand
each others
personality

Read Case
Individually

Organically
develop ideas
No collusion!

Summarize Case
with Team

Ask the Right

Questions

Restate major
points
Align on
clients issues

What do you
need to
explore
options and
come to a
smart
recommendati
on?

Discuss each
of your ideas

Dont underestimate any bucket

Source: Personal Experience

Organize the
Case

Develop
specific
workstreams

Prepare the Case

Find data
Build slides
Communicate!

Divide and
conquer

Articulate
Solution

Finalize deck
Practice
speaking
points!

There is more to cases than just running numbers; leverage your team!
Complete a free online Myers-Briggs personality assessment before meeting with your team members to stimulate
discussion around strengths and how to divide up labor. Understanding each others work preferences is vital.

Where do I get my energy?

What do I pay attention to?

Extraversion
Talk, talk, think
Develop ideas by
discussing out loud
Value sharing thoughts
(expressive)

Introversion
Think, think, talk
Develop ideas alone
through reflection
Value
privacy/boundaries
(contained)

What criteria do I use in making decisions?

Thinking
Logic and objective
data
Treat everyone equally
Things are either true
or false (impersonal)

Feeling
Values (internal
compass)
Treat everyone
individually
I agree or I disagree
(personal)

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.

Sensing

Intuition

Facts, details, and

specifics
Concrete and literal in
their language
Can see the trees but
not the forest

Big picture and ideas

Use analogies and
metaphors in their
language
Can see the forest but
not the trees

How much structure and closure do I want?

Judging
Value closure,
structure
Motivated by self
discipline and steady
progress
Work then play

Perceiving
Open ended, flexible
Motivated by
pressure/bursts of
energy
Play while you work

Knowing common frustrations between types can help optimize teams

Dont get frustrated, but rather see why they are saying what theyre saying to gage the situation. This can eliminate a
majority of team issues and can help you all be maximally productive.

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.

Team dynamics can be optimized by truly understanding your group

Theres more to personality types: motivation and each persons ability, also play a large role in productivity. Learn
how to communicate effectively based on the team you have.

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.

Analysis

Finding the right resources and relevant data is crucial for your analysis
Leverage the Goizueta Library databases to find reliable, accurate, and relevant information for your analysis.
Familiarize yourself with these databases before the competition to know where to get what.

Datamonitor MarketLine Advantage

Standard & Poors
Euromonitor
Hoovers
Thomson ONE
Mintel
Morningstar
Source: Personal Experience

Reviewing case interview books can also be useful prior to the competition
These books have been found to be the most useful over the years.

Case in Point
Pros: Good case examples
Cons: Process and
methodology is infamous
Where to find: Amazon

Source: Personal Experience

10

Crack the Case

Case Interview Secrets

Pros: Very comprehensive;

provides practice videos

Pros: Provides the tools to

make you think very logically

Cons: Huge; find whats useful

for you

Cons: Few framework analysis,

and more soft-skill advice

Where to find: Amazon

Where to find: Amazon

Thinking through every relevant aspect and taking deep dives is key
Look at a problem from a variety of angles and sift through to the ones that are most relevant in finding a solution.
Develop workstreams accordingly.
Strategy

Think through the firms overall business strategy as you consider the case at hand
Try to remember that the final recommendation has to be in line with overall strategy

Process

What are the key processes that need to be executed once the recommendation is implemented?
Think though potential governance, capability/maturity issues related to processes

People

What are the key skills required? What are the roles and responsibilities and how do they map
against the existing skill set?
What are the possible organizational structures that could work in this setting?

Technology

What are the tools and technologies required to run the processes efficiently? What are the
existing systems that we could leverage?

Performance
Management

What are the key business drivers and relevant metrics? Are all these metrics quantifiable and
measurable?

Location

This perspective is not always relevant, but you need to think through the location and facility
options, especially for call centers and other shared service centers

Source: Adapted from Ernst & Youngs Case Tips

11

Frameworks can help drive analysis, structure thoughts, and convey ideas
Entering A New Market

Industry Analysis

1. Current market
a. Size
b. Growth rate
c. Customer segmentation
2. Does it make sense to enter?
a. Major players, market share, strengths & weaknesses
b. Product differentiation
c. Barriers to entry & exit
3. Entering
a. Start from scratch
Cost benefit
b. Acquisition
analysis of each
c. Joint venture

1. Current market
a. Life cycle (emerging, mature or declining)
b. Performance (growing or declining)
c. Clients position within industry
d. Major players and their market share
e. Industry changes (new players, technology, regulations)
f. Drivers (brand, size, technology)
g. Profitability & Margins
2. Suppliers
a. How many?
b. Product availability
c. What going on in their market?
3. Future
a. Are players entering or leaving the market?
b. Mergers and acquisitions?
c. Barriers to entry & exit?
d. Substitutes?

Source: Adapted from Case In Point by Marc Cosentino

12

Frameworks can help drive analysis, structure thoughts, and convey ideas (contd.)
Mergers & Acquisitions

Developing a New Product

1.

1. Product
a. Whats special or proprietary about the product?
b. Is the product patented?
c. Are there substitutions or similar products?
d. What are the advantages and disadvantages of this new
product?
e. How does the new product fit in with the rest of our
product line?
2. Market strategy
a. How does this affect our existing product line?
b. Are we cannibalizing one of our existing products?
c. Are we replacing an existing product?
d. How will this expand our customer base and increase our
sales?
e. What will be the competitive response?
f. Barriers to entry?
g. Who are the major players and their market shares?
3. Customers
a. Who are our customers?
b. How can we best reach them?
c. Can we reach them through the Internet?
d. How can we ensure that we retain them?
4. Finance
a. How is the project being funded?
b. What is the best allocation of funds?
c. Can we support the debt if interest rates change and the
economy sours?

Objectives: why buy?

a. Market access
i.
Boost brand
ii.
Increase market share
b. Diversify holdings
c. Pre-empt competition
d. Taxes
e. Synergies
i.
Cost savings
Reduction of fixed and variable costs

2.

3.

4.

ii.
Cultural integration
iii. Distribution channel expansion
f. Shareholder value
Acquisition costs
a. Fair price? Is it profitable?
b. Can we afford it? How to pay for it?
c. Reintegration costs
d. What if the economy sours?
Due diligence/risks
a. What shape is the economy in?
b. A market leader?
c. How secure are markets, their customers and suppliers?
d. Industry overall/technology risks
e. Margins
f. Competitive response
Exit strategy
a. Hold for how long?
b. Break it up and sell off its parts

Source: Adapted from Case In Point by Marc Cosentino

13

Frameworks can help drive analysis, structure thoughts, and convey ideas (contd.)
Pricing Strategies

Growth Strategies

1. Investigate the product

a. Whats special or proprietary about our product?
b. Are there similar products out there and how are they
priced?
c. Where are we in the growth cycle of this industry
(Growth, transition, maturity)
d. How big is the market?
e. What were our R&D costs?
2. Choose pricing strategy
a. Cost-based pricing
b. Price-based costing
c. Competitive analysis
d. Company objective (profits vs market share)
e. How much does it cost to make or deliver/provide?
f. What does the market expect to pay?
g. Is it a must have product?
h. Do we need to spend money to educate the consumer?
3. Supply and demand (graph it)
a. Whats the supply and demand?
b. How will pricing have an effect on the market
equilibrium?
c. Matching competition: what are similar products selling
for?
d. Are there substitutions?

1. Ask feeler questions

a. Is the industry growing?
b. How are we growing relative to the industry?
c. Are our prices in line with our competitors?
d. What have our competitors done in marketing and
product development?
e. Which segments of our business have the highest future
potential?
f. Do we have funding to support higher growth?
2. Choose growth strategy
a. Increase distribution channels
b. Increase product line
c. Invest in a major marketing campaign
d. Diversify products or services offered
e. Acquire competitors or a company in a different industry

Source: Adapted from Case In Point by Marc Cosentino

14

Frameworks can help drive analysis, structure thoughts, and convey ideas (contd.)
Starting a New Business

Competitive Response

1. Management
a. What is the management team like?
b. What are its core competencies?
c. Have they worked together before?
d. Is there an advisory board?
2. Market and strategic plans
a. Assess competition and their market shares
b. How do their goods compare to ours?
c. Any barriers to entry?
d. What will the competitive response be?
3. Distribution channels
4. Products
a. What is the product or technology?
b. What is the competitive edge?
c. What are the disadvantages of this product?
d. Is the technology proprietary?
5. Customers
a. Who are our customers?
b. How can we best reach them? Can we reach them on the
internet?
c. How can we ensure that we retain them?
6. Finance
a. How is the project being funded?
b. What is the best allocation of funds?
c. Can we support the debt?

1. Competitive analysis
a. Competitors new products
b. Whats changed?
c. Have they picked up market share?
2. Responses
a. Acquire the competitor
b. Merge with the competitor
c. Copy the competitor
d. Hire the competitors management
e. Increase our own profile with P.R. campaign

Source: Adapted from Case In Point by Marc Cosentino

15

Frameworks can help drive analysis, structure thoughts, and convey ideas (contd.)
Increasing Sales

Reducing Costs

1. Environment
a. How are we growing relative to the industry?
b. What has our market share done lately?
c. Have we gone out and asked customers what they want
from us?
d. Are our prices in line with our competitors?
e. What have our competitors done in marketing and
product development?
2. Increase sales strategies
a. Increase volume
b. Increase amount of each sale
c. Increase prices
d. Create seasonal balance

1.
2.
3.
4.

Ask for breakdown of costs

If any cost seems out of line, investigate why
Benchmark the competitors
Determine whether there are any labor-saving technologies that would
help reduce costs

Cost cutting methods

i. Labor
i.
Cross-train workers
ii.
Cut overtime
iii. Contemplate layoffs
iv. Institute pay decreases
v.
Convert workers into owners
ii. Production
i.
Invest in technology
ii.
Consolidate production space to gain scale and create
accountability
iii. Create flexible production lines
iv. Reduce inventories
v.
Outsource
vi. Renegotiate with suppliers
vii. Consolidate suppliers
viii. Import parts
iii. Finance
i.
Have customers pay sooner
ii.
Refinance your debt
iii. Sell non-essential assets
iv. Hedge currency rates
v.
Redesign health insurance

Source: Adapted from Case In Point by Marc Cosentino

16

Frameworks can help drive analysis, structure thoughts, and convey ideas (contd.)
Improving the Bottom Line: Profits

Turnarounds

1. Revenue
a. What are the revenue streams?
b. What percentage of the total revenue does each stream
represent?
c. Does anything seem unusual in the balance of
percentages?
d. Have the percentages changed lately? If so, why?
2. Costs
a. ID major costs
b. Any major shifts in costs?
c. Do any costs seem out of line?
d. Benchmark costs against competitors
3. Volume
a. Expand into new areas
b. Increase sales force
c. Increase marketing
d. Reduce prices
e. Improve customer service

1. Gather information
a. Tell me about the company
b. Why is it failing? Bad products, management, economy?
c. Tell me about the industry?
d. Are our competitors facing the same problems?
e. Do we have access to capital?
f. Is it a public or privately-held company?
g. Learn as much as possible about the business and its
operations
2. Choose action
a. Review services, products and finances
b. Secure sufficient financing so your plan has a chance
c. Review talent and temperament of all employees, and get
rid of the deadwood
d. Determine short-term and long-term company goals
e. Devise a business plan
f. Visit clients, suppliers and distributors, and reassure them
g. Prioritize goals and get some small success under your
belt ASAP to build confidence

Source: Adapted from Case In Point by Marc Cosentino

17

Frameworks can help drive analysis, structure thoughts, and convey ideas (contd.)
The 7 Elements to Building Strategic Foundation can help you think through relevant components.

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.

18

Storyboarding

Building slides, when done properly, should be an art form not a chore
Take pride in building unique slides that stand out and not only add value, but create value for your audience and
client.
General Guidelines
Ghost out charts before you actually make them and run them by others; the more feedback you get early on, the more time youll
save in the long run!
In virtually all cases, one chart should contain one big message
The charts message should be comprehensible to a new reader within 15 seconds of looking at it
Footnote and source all your charts

Making Killer Quantitative Charts

Making Killer Qualitative Charts

Simplify wherever possible a sea of numbers will make a

clients head spin
Highlight the critical numbers with graphics, structure or text
Check and double-check your numbers

Source: Adapted from McKinsey & Co.

20

Cite external sources of authority wherever possible

Bucket your points in logical groups
Differentiate fact from opinion
Pepper the qualitative argument with numbers as much as you
can

Storyboarding should allow a seemless transition between slides

Creating value can be achieved by finding unique insights with data and presenting it clearly and effectively.

Once your leads tell a

good story, all you
need to do is make sure
the content on each
slide proves the lead

Source: Adapted from McKinsey & Co.

21

Constantly refer to the storyboarding checklist to ensure consistency

Storyboards are living documents. Things can and will change as you learn more. You should update your
storyboard as necessary. Use the checklist below to make sure your storyboard is complete and effective.

Have I avoided
storyboarding
pitfalls?

See below: Headline does not capture key idea of page

So what?: Headline offers information but no conclusion
Data dump: Support is not logically presented
Orphan data: Support is not captured or introduced by headline
Visual clutter: Page has too much and too complex information
Visual mismatch: Support and headline are unrelated

2. Is the message of
each slide clear?

Can I determine the point of the slide within 5 seconds?

Are my slides clean and simple?
Have I minimized clutter that obscures the message?
Have I avoided slang and business jargon?

Can my slides should stand alone and retain their meaning?

Are assumptions, notes, sources, and file references documented on the slides or
in the appendix?
Do my headers convey a coherent story with a conclusion?

1.

3. Is each slide selfsufficient?

4. Is there a logical
flow?

Source: Personal Experience

22

Does each slide link to the previous and next slides? (i.e. Does it have horizontal
logic?)
Do my graphics support the headers and story? (i.e. Is there vertical logic?)
Does each slide have a complete statement that captures the storynot just a
categoryif not as a header then as a sub-header?

The showmanship is in the details

A positive reputation can sometimes take years to build, and at the same time, can be lost within a second. Dont
lose your credibility by poor formatting and incorrect spelling.
Formatting
Do all of my bullets have the same spacing? Is this spacing the same at each level?
Are all of my bullets of the same type and percentage of text?
Is there a clear and distinguishable difference between my main bullet and my sub-bullets? Have
size and indentation been appropriately addressed?
Is this a sequential list? If so, have I used numbers appropriately?
Do all of my bullets follow the same capitalization and punctuation rules?
Is the same font used for all of my bullets?
Grammar and Punctuation
Am I using complete sentences? If so, are they punctuated appropriately?
Am I completing an introductory sentence?
Do all of my phrases begin the same way? (e.g. with a verb)

Source: Personal Experience

23

Use timelines to summarize short and long-term strategies

Timelines are very effective at both organizing your strategies into pieces that are easy to present, while also making
the audience think about the feasibility and ease of implementation.

2015

Integration with existing

healthcare mobile apps and
smart mobile devices
SMART Home technology
full implementation
SMART Home technology
collaboration with Samsung
Medical Center and Samsung
SDS; solutions for hospitals
Samsung Biologics new
medicine and home healthcare
devices
Expansion to other diseases
and healthcare businesses

Source: Sample Timeline

24

2018

2020

2022

2025

Quantify everything you can, and always show the financial impact of your
recommendations
Showing the potential impact of your strategy is key to telling the client why they should care.
Company Cost Savings
Full-time Salary
Additional Costs
Non-blind Cost
Government Tax Break
Blind Cost

Cost savings per person

Additional blind jobs
Cost savings per year

Total Company Savings - 5 years

2014
51,017 $
14,030
65,047
(15,000)
50,047

2015
52,803 $
14,521
67,323
(15,300)
52,023

2016
54,651 $
15,029
69,680
(15,606)
54,074

2017
56,563 $
15,555
72,118
(15,918)
56,200

2018
58,543
16,099
74,643
(16,236)
58,406

15,000
572
8,576,077 $

15,300
1,304
19,957,008 $

15,606
2,125
33,164,278 $

15,918
3,086
49,124,798 $

16,236
4,180
67,865,162

2016
24,970 $
12,604
37,573

2017
25,469 $
13,625
39,094

2018
25,978
14,728
40,707

178,687,324
Government Cost Savings

Social Security & Disability

Healthcare
Total Cost per person

Government Tax Break

Government Savings
Additional blind jobs
Government Savings per year

(15,300)

(15,606)

(15,918)

19,786
572
11,312,255 $

20,839
1,304
27,182,433 $

21,967
2,125
46,682,801 $

23,176
3,086
71,521,877 $

258,979,600

Total Realized Savings - 5 years

437,666,924

2015
24,480 $
11,659
36,139

(15,000)

Total Government Savings - 5 years $

Source: Sample Financial Savings Projection of Recommendations

25

2014
24,000 $
10,786
34,786

(16,236)
24,470
4,180
102,280,235

Visualizing your research and data is key to effective presentation

Look at a situation from a variety of perspectives and present the data in a way thats easy to read. Do not force fit a
framework if its irrelevant to your analysis.
Value Chain

Market Maps

Profit Pools

Porters 5 Forces

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.; Personal Experience

26

Visualizing your research and data is key to effective presentation (contd.)

Look at a situation from a variety of perspectives and present the data in a way thats easy to read. Do not force fit a
framework if its irrelevant to your analysis.
SWOT Analysis

BCG Matrix

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Strategic Groups Map

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.; Personal Experience

27

Cost Sharing vs. Customer Sharing

Visualizing your research and data is key to effective presentation (contd.)

Look at a situation from a variety of perspectives and present the data in a way thats easy to read. Do not force fit a
framework if its irrelevant to your analysis.
Relative Cost Position

ROS/RMS

Organizational Chart

7 S Model

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co; Personal Experience

28

Visualizing your research and data is key to effective presentation (contd.)

Think outside the business box, and make sure to analyze other aspects that could affect the nature of the industry.

Source: Google Images

29

Asking the right questions and gathering relevant data is crucial

A holistic approach and constant check-in with the big picture often yields the best results.

Source: Adapted from Jeffrey Deneen, Partner at Bain & Co.

30

Good luck!

Slide Links
1.

Case Competition Process

a. Sample Timeline
b. General Tips
c. Team Dynamics

2. Analysis
a. Resources
b. Frameworks
c. Analytical Tools

3. Storyboarding
a. PowerPoint Tips
b. Chart & Data Tips

32

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