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I think while sizing the market - two other things can be considered. Growth of the lamp market which means Total market size would be the Replacement Demand + Growth-based demand. Second thing is we can probably add 20% to residential demand as a proxy for institutional demand
It might not be possible to simply increase the price. Normally by M&A and global expansion will help increase the revenue twice. What kind of M&A might be important. Also how is the industry growth and the previous growth? The value proposition of the company?
Not to mention McKinsey is responsible for the 2008 financial crisis, opiod crisis, the Enron scandals, Disneyland cutting costs and layoffs leading to park goers being injured and or killed by malfunctioning equipment, working with Saudi Arabia to identify dissidents on Twitter including the assassination of Jamal Ahmad Khashoggi and a fuckton more attrocities so working for Mckinsey also gets you a first class trip to hell.
Thanks for this advice. Specific offices could work a certain way, but their are exceptions to every rule. This is helpful from a general guidance perspective. Appreciate your efforts.
Have you also thought about considering, besides the revenue potential and cost savings, the stake in the company itself? For a rough estimate, you could ask the interviewer for the costs of operating the e-commerce business and add the free cash flow (FCF) with the terminal value (TV) to come up with the firm value. This should be the same as the equity value currently, as we don't have any cash or debt information given here and have just started the business. To conclude, 20% of the equity value should be close to 100 million cash units, making it a nice target from an investor's point of view.
Rather than focusing on exact math, the interviewer would've done much better to immediately recognize that gaining total market share was a net negative with this price decrease. I know he's rusty, but he took way too much time crunching the numbers instead of recognizing the pattern.
Wow, 16:08 , I didn’t know the whole interviewer will have that much data lol. If that’s the case I might as well design a whole model. I don’t know if they mentioned this yet, but is asking about variable cost & other products a valid question? Lastly, should I focus strictly on options that will make the investment profitable instead of on other factors that comes with decision making?
Loved this interview, thank you both for doing it. Very easy to follow along to and gave me a clear understanding of what's expected in a market sizing case. Loved also that it wasn't "perfect", came across as very authentic!
We make up stuff based on complex and opaque processes, that cannot actually be explained to our clients who are dumb enough to be fleeced by our sales force. Something like that? Anything that cannot be explained simply is probably a scam.
All case interviews on RU-vid are presented in school style. I'm glad to see a real interview and what mistakes candidates usually make. I want to emphasize that the candidate did not make a hypothesis in the beginning.
Thankyou so much for this video! I am preparing for an interview and this makes me like things are in my control now. Really appreciate this video, Cheers!
Completely disagree that the beginning of projects are "chill". If anything, those are the most critical weeks as they help you quickly get up to speed. You will be way too buried under the sheer amount of client-provided data and information to have a "3 hour lunch" to catch up with a friend.
In terms of structure it has helped me to position them as questions I will investigate and answers I will hypothesize and possible reasons and resolutions. While there are many ways to structure and peel the onion, a reasonable one is as follows: 1. Overall question: how do we improve performance of public school students? 2. First Keyline question: How do we improve students scores? 3. Second Keyline question: how do we improve teaching methods? 4. 3rd keyline: How do we improve the infrastructure and policies? Under 1st Key line, investigate the following: 1. Is the performance of students same across grades? are there students performing well within certain grades? 2. Is the performance of students same across all subjects and tests? Collect and investigate Reading, wRiting, and aRithmetic scores (3Rs) 3. Is the performance of students varying based on their social class (i.e. Househild income, parents (single vs married vs divorced) 4. What is the level of dropouts of the students? is it higher or lower than the remaining state schools Under 2nd keyline: need to investigate: 1. How is the student to teacher ratio across the grades? Is there correlation between student performance vs S:T ratio? 2. Is the curriculum same for public and private schools? 3. Are teachers equipped with relevant skills and experience? is it same of better than the other state schools 4. Are teachers attending the schools regularly? is there high teacher absenteeism? Under 3rd keyline: It is worth investigating: 1. How do teachers delivery classes? do they use new models or technology support 2. Are there adequate teaching supplies? 3. Do teachers and students have quality access to schools? There could be more...but the answers of this interview aligns with 1.2, 2.1 and 3.2 of this tree.
Moumita Rahman Good Morning Global Morning Flowers (Adus Abubeker From Site Maps SHINE Consulting Group Inc 4721 Eisenhour Av, Suite A, Alexandria VA 22034, United States)
Needs to ask more questions up front before just coming up with "New Products". Look at manufacturing capacities, distribution methods, sales channels, etc., etc., etc.... She said that they currently sell High End, which equals 25% margin. What about mid-lower end products that are cheaper to make or sell with 50% margin?.?.? I think that consultant firms need to hire more consultants with a background in sales...
