fms casebook

1. Consulting Case Book
2020-21
FMS Delhi,
Prof. N.D. Kapoor Marg,
Delhi University
New Delhi - 110007

2. Foreword
This casebook documents the interview experiences of students across consulting firms to assist the students of
FMS Delhi in their preparation for case interviews during placements. The aim of sharing these experiences is to
inform students about the case interview experiences of past batches and to help them prepare for their
placements accordingly. The experiences listed below are not necessarily the best way to handle case interviews.
They only serve to give students an idea as to what to expect when they walk into a case interview. Every individual
could have his / her unique way of tackling consulting interviews, each of which could be correct. This document
has contributions from students who appeared for campus interviews conducted by consulting firms during the
summer placement process over the past three years.
Casebook from the Consulting Club, FMS
Issue 2 – September 2020
Issue 1 – August 2019

3. We are grateful to all the people that have helped by sharing their cases and interview experiences, that has enabled
us to put together a comprehensive preparation resource for the future batches.
We would like to thank senior team of consulting club 20-21 for leading the Case Book initiative and putting
together this edition of the FMS Case Book. We would also like to acknowledge the efforts of the entire batch of
2018-20 and 2019-21 for the help the Club put together this case book. They have ensured breadth, and depth in the
cases to give the reader a comprehensive view of the kind of cases they may be administered.
We are also grateful to the alumni of the Consulting Club, FMS Delhi for their feedback on the cases which has
helped us further enhance the overall quality of the book. We would also like to extend a special acknowledgement
to the contributors of the previous editions of the FMS Case Book.
Copyright © 2020
The Consulting Club,
FMS Delhi, New Delhi 110007
Acknowledgement

4. It gives me and the entire team of Consulting Club great pleasure to introduce the official FMS consulting casebook
of the academic year 2020-21.
We strongly believe this casebook will be instrumental in not only aiding your preparation for consulting case
interviews but also provide an approach for developing an analytical mindset and the universal applicability of the
casebook will help individuals formulate and implement strategy in their professional functions.
This edition is updated with detailed sector overviews, cases from most recent interview processes and various
other tools that will ensure an all round prep. All you need to do now is follow the book in the prescribed manner to
reap its benefits.
We hope this casebook helps you realize not only your dream job in consulting but rather helps you build a long
and successful career in the domain of management consulting. Good Luck!
Enjoy the process of preparation and let’s crack the case!
Tushar Singhal
From the Desk of President

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Contents

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Contents

7. Part A - About Consulting

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What is Consulting?
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What is it? How is it helpful?
Top Players Why is it so sought after?
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9. Roles/Hierarchy of a Consulting Firm
Partner/Director
Principal/Sr. Manager
Manager/Project Leader
Senior Consultant
Consultant/Associate
Analyst

10. How to Get into Consulting From Here?
Resume & behavioural preparation
Use next 3 months to improve your skills
Guesstimates
HR Answers
Case Interview
Prepare Smart
Prepare Hard
Communication
General Awareness
Business Acumen
Crack the interview
Prepare for the interview process

11. Part B – Basic Concepts

12. 3C’s
Company
Competition
Customer
Industry
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Government

13. 4P’s and 7P’s
Product
Price Promotion
Placement
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14. Porter’s Five Forces
Industry
Rivalry
Threat of New
Entrants (or
Barriers to Entry)
Threat of
Substitutes
Bargaining Power of
Suppliers
Bargaining Power
of Buyers
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15. BCG Matrix

16. Value Chain/Process Mapping

17. Value Chain/Process Mapping
R&D
Raw
Material
Processing
Storage &
Transportation
Distribution Marketing
Customer
Service
Equipment
Human
Capital
Cost of
Finance
Cost of RM
Contracts/Bulk
Deals
Quantity Used
Machinery
Factory Rent
Labour Hours
Technology
Capacity
Utilization
Packaging
Transport for
Warehouse
Storage (Rent,
Labour, Inventory)
Transport to
Customer
Sales Channel
Sales Force
Training
Marketing
Channel
Sales Force
Repairs
Spare Parts
Returns
Service
Contracts

18. Ansoff Matrix
Market Penetration Market Development
Diversification
Product Development
Product
Market
Existing
New
Existing
New

19. Ansoff Matrix Example: Coca Cola

20. The Company Environment
Company
Macro Environment
Industry

21. PESTEL

22. Basic of Economics
Supply-Demand Price Elasticities
Price Discrimination
Market Characteristics
𝑒 = −
𝑑𝑄/𝑄
𝑑𝑝/𝑃
First Degree Second Degree Third Degree
4 Types of Market Structure
Perfect
Competition
Monopoly
Oligopoly
Monopolistic
Competition

23. Basics of Finance
Profit & Loss Statement
Balance Sheet Terms
Ratios
Time Value of Money Discounted Cash Flow
Annuity
Perpetuity
𝐶𝑎𝑠ℎ 𝐹𝑙𝑜𝑤
𝐷𝑖𝑠𝑐𝑜𝑢𝑛𝑡 𝑅𝑎𝑡𝑒
Capital Budgeting Trading Multiples
Transaction Multiples
Essential Useful Optional

24. Part C – Basic of Guesstimates
and Case Solving

25. MECE Segmentation
Mutually Exclusive Collectively Exhaustive
Profits
Revenues Costs
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Profits
Dairy Vegetables
Fruits
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26. MECE Segmentation
Increase Sales
Increase Sales
per Customer
Increase #
Customer
Customer Clients
Individuals/
Households (B2C)
Institutions/
Organizations
Increase
Price
Increase
Quantity

27. Pareto Principle (80/20 Principle)
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28. Introduction to Guesstimates
What is evaluated through
Guesstimates?
Ability to think on
your feet
Approach &
Structure
Quantitative
Skills
What is necessary to solve a good
Guesstimate?
Logical Thinking Communication &
Presentation
Top Down and Bottom Up
Approach
Supply Side and Demand Side
Approach

29. Guesstimates Do’s & Don’ts
Ideal Flow
Confirm Objective
Think logically and come up with possible set of
approaches
Explain the best approach & confirm if you should go
ahead with it
State your assumptions first hand
Make logical assumptions and always confirm them with
Interviewer
Keep communicating & asking the interviewer for buy-ins
Calculate your answer. Be ready for a conversation around
error estimate, other approaches etc.
Do’s Don’ts
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Lay down structure neatly on paper and solve it step by step
If possible, reconfirm & triangulate your answer with a
ballpark estimate from another approach

30. Top Down & Bottom Up Approach
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Top down approach Bottom up approach
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Identify the smallest replicable block
Estimate for a single identified block
Scale up!
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Identify a Starting
Universe
Segment A Segment B
Segment
A1
Segment
A3
Segment
A2
Segment
A3
Segment
A2

31. Case Interview Process
Flow of a Consulting Interview
General
Discussion
Behavioural
Questions
Guesstimate Cases Wrap up
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32. Interviewer Expectations
Its not about being right. Its about being right in an client friendly way.
How you are right matters a lot.
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33. P2P Case Practice
Peer to Peer Case Practice
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For Interviewer For Interviewee
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34. Approaching a Case
Repeat the question and clarify the objectives
Think and understand what more you need to know
Set context to the case by asking questions. Be very careful about what you
are asking and why.
Take time to think and lay down an structure for analysis
Involve interviewer in your analysis. Ask relevant question to process down
your structure.
Make good and relevant suggestions which are specific to the case. Always
have a rationale ready for Why?
Summarize the case properly. Be brief yet effective.

35. Case Interview Do’s & Don’ts
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36. Part D – Basic Frameworks

37. Understand the question and clarify the Objectives
Market Entry Framework
Set context
Should they Enter?
New Market Customers
Product Regulations
Capabilities
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Yes/No Why No? Suggestions
If Yes How?
Entry Options Marketing
Operational Decisions Growth Plan Conclusion
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38. Set context
Understand the Question and Clarify the Objectives
Growth Strategies
Existing Market Portfolio Expansion
Geographic Expansion In-Organic Growth
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Business Integration
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Summary
Growth Strategy

39. Pricing Strategy
Set context
Pricing Factors
Product Competitors Customer
Costing Substitutes
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Pricing Options
Cost Based Pricing
Competitive Pricing Price based Costing
Understand the Question and Clarify the Objectives
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40. Go To Market Strategy/New Product Launch
Idea
Be Selective
Product
Development
Segmentation
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Strategy
Communication
Strategy
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Understand the Question and Clarify the Objectives
Set Context

41. Merger & Acquisitions
Understand the Question and Clarify the Objectives
Set context
Due Diligence
Implementation
Exit Strategies
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Deal Rationale Business Benefits
Deal Price
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Potential Risks

42. Case Framework Cheat Sheet-When Nothing Works
Set context
Value Chain
Process Flow / Customer Journey
Example: E-Commerce Discovery and Ordering Process Map
Look for Bottlenecks
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43. Part E – Sector Overview

44. Industry Analysis: Table of Contents

45. Understanding Indian Automotive Industry
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46. Understanding Indian Aviation Industry
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47. Understanding Global Aerospace Industry
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48. Understanding Indian Banking Industry
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49. Understanding Global Cloud Industry
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50. Understanding Indian E-Commerce Industry
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51. Understanding Indian Ed-tech Industry
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52. Understanding Indian FMCG Industry
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50%
32%
18%
By Product
Household
Healthcare
Food & Beverages
55%
36%
9%
By Region
Urban
Rural
Semi Urban

53. Understanding Indian IT Industry
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54. Understanding Business Models – Google
Ads
Hardware
Cloud
Others
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Understanding Indian Hospitality & Tourism Industry
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56. Understanding Indian NBFC Industry
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57. Understanding Indian Petrochemical Industry
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PSU Pvt/JV
IRAQ
20%
SAUDI
ARABIA
19%
IRAN
11%
NIGERIA
8%
UAE
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VENEZUEL
A
7%
KUWAIT
5%
MEXICO
3%
ANGOLA
3%
USA
2%
OTHERS
14%
Singapore
22%
Nepal
18%
Ethiopia
12%
Bhutan
12%
UAE
11%
Sri Lanka
11%
USA
7%
Others
7%

58. Understanding Indian Pharma Industry
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59. Understanding Indian Power Industry
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60. Understanding Indian Telecom Industry
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61. Understanding Indian Tyre Industry
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62. Part F – Practice Guesstimates

63. Practice Guesstimates: Table of Contents

64. Toll Plaza
Estimate daily revenues of Delhi-Gurgaon toll plaza
0
0.5
1
Traffic Distribution
Midnight
Noon
Time
Capacity
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65. TOI Revenues
Estimate daily revenues of Times of India
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66. Smart Watches
Estimate the market size of Smart Watches in India
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0.70*130cr = 91cr 0.30*130cr = 39cr
0.30*91cr = 27.3cr 0.10*91cr = 9.1cr 0.30*39cr = 11.7cr 0.10*39cr = 3.9cr

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If a UFO sucked all the toothbrushes in India, how many would it have?
Toothbrushes

68. E-Rickshaw
Revenue of a typical e-rickshaw driver per day
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69. Smokers in India
Estimate the number of Smokers in India
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70. Cheese Burst Pizzas
Estimate the number of cheese bursts pizzas sold by Dominos daily
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71. Petrol Pumps
Estimate the number of Petrol Pumps in Delhi (Approach 1)
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72. Petrol Pumps
Estimate the number of Petrol Pumps in India (Approach 2)
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15 crore users
10 km/l mileage
4 hours
100%
10 hours
50%
Petrol Supplied per pump = [Avg Usage Ratio = (1*4+0.5*10)/14 =
0.64]*[Capacity = 16,800 l] = 10,800 litre
Demand of Petrol = [Avg distance = 30 km] *
[25cr/70 km/l + 15cr/10 km/l] = 55.7 crore litre
25 crore users
70 km/l mileage
Avg time to fill 15 l petrol =
3 min
Avg booths = 4
Capacity = 15*4*(4*60/3 =
16800 l

73. Petrol Pumps
Estimate the number of Petrol Pumps in India (Approach 3)
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74. TT Balls
Estimate the number of TT balls used in a day in Delhi
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75. TT Balls
Estimate the number of TT balls used in a day in Delhi

76. White Shirts in Delhi
Estimate the number of people wearing a white shirt (WS) in Delhi on any particular day.
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77. Delhi Schools
Estimate the number of Schools in Delhi
= /

78. Departing Flights
Estimate number of flights departing from Delhi Airport in a Day
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79. People you met
Estimate the number of people you interacted with over the last year

80. Tractors in India
Estimate the number of tractors in India
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81. Tractors in India
Estimate the number of tractors in India

82. EV Market Size
Estimate the market size of EV in India
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83. DTC Bus
Estimate the number of DTC buses in Delhi

84. Flat Screen Televisions
Estimate the revenue of flat screen televisions sold in Australia in the past 12 months
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85. Amazon India
Guesstimate the number of daily order of Amazon India
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86. Daily revenue of Airport
Estimate the daily revenue of an airport
x x
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x

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Daily Revenue of 24x7 Retail Store Chain
Estimate the daily revenue of 24x7 chain of Retail Store
₹
₹ ₹
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88. Part G – Practice Cases

89. Practice Cases: Table of Contents
Sr. No Case Type Page #
1 Orchid Farmer Profitability 85
2 Retail Stores Profitability 87
3 Steel Manufacturer Profitability 89
4 2024 Olympics Rights Profitability 91
5 Automobile Company Sales Revenues 93
6 Auto Dealership Revenues 95
7 Kids TV Channel Revenues 97
8 Shopping Mall Revenues 99
9 Food Manufacturer Case Cost Reduction 101
10 IT Services Cost Reduction 103
11 Quick Service Restaurant Cost Reduction 105
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Steel Manufacture High
Costs
Cost Reduction 107
Sr. No Case Type Page #
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Women Apparel Retail
Chain
Cost Reduction 109
14 Golf Course Pricing 111
15 Hepatitis B Drug Pricing 113
16 Paint Manufacturer Pricing 115
17 Ride Hailing Helicopter Pricing 117
18 5G launch in India Pricing 119
19 Home Automation Market Entry 121
20 Home Insurance Market Entry 123
21 Gold Mine in Mongolia Market Entry 125
22 Skin Care Manufacturer Market Entry 127
23 Smart Phone Market Market Entry 129
24 South African PE Firm Market Entry 131

90. Practice Cases: Table of Contents
Sr. No Case Type Page #
25 Apparel Top line Business Cost Reduction 133
26
Appliance Distribution
Company
Growth 135
27 Gift Card Firm Growth 137
28 Light Bulb Company
Customer
Satisfaction
139
29 Bottling Plant
Customer
Satisfaction
141
30 Telecom Provider
Customer
Satisfaction
143
31 Airline Acquisition M&A 145
32 PE Cosmetics Chain M&A 147
33 FMS Students Falling Ill Unconventional 149
34 Logistics Efficiency Unconventional 151
35 Increase in Road Accidents Unconventional 153
36 Swedish Government Unconventional 156

91. Apple Orchid Farmer

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Apple Orchid Farmer
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93. Retail Chain

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95. Steel Manufacturer Declining Profits

96. Steel Manufacturer Declining Profits
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99. Automobile Company Declining Sales

100. Automobile Company Declining Sales
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101. Automobile Dealership

102. Automobile Dealership
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103. Kids’ TV Channel

104. Kids’ TV Channel
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105. Shopping Mall in South Delhi

106. Shopping Mall in South Delhi
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𝛴 𝑥 𝑥

107. .
Food Manufacturer Case

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Food Manufacturer Case
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109. IT Services Client

110. IT Services Client
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111. Quick Service Restaurant
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112. Quick Service Restaurant
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113. Steel Manufacturer High Costs

114. Steel Manufacturer High Costs
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115. Women Apparel Retail Chain

116. Women Apparel Retail Chain
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117. Golf Course

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119. Hepatitis-B Drug
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120. Hepatitis-B Drug
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121. Paint Manufacturer

122. Paint Manufacturer
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123. Ride hailing Helicopter Cab Service

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125. 5G Launch in India

126. 5G Launch in India
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127. Home Automation Player

128. Home Automation Player
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129. Home Insurance Entry

130. Home Insurance Entry
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131. Gold Mine in Mongolia

132. Gold Mine in Mongolia
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133. Skin Care Manufacturer

134. Skin Care Manufacturer
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135. Smart Phone Market

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137. South African PE Firm

138. South African PE Firm

139. Apparel Business Topline

140. •
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Apparel Business Topline
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141. Appliance Distribution Company

142. Appliance Distribution Company
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143. Gift Card Firm

144. Gift Card Firm
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145. Light Bulb Company

146. Light Bulb Company
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147. Bottling Plant

148. Bottling Plant
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149. Telecom Provider

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Telecom Provider
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151. Airline Acquisition

152. Airline Acquisition
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A
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153. PE Cosmetic Chain

154. PE Cosmetic Chain
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o
o
0 ( 0%)
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155. FMS Students Falling Ill

156. FMS Students Falling Ill
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157. Logistics Efficiency

158. Logistics Efficiency
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159. Increase in Road Accidents

160. Increase in Road Accidents

161. Increase in Road Accidents
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→

162. Swedish Government

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164. Part H – Behavioral Questions

165. Primer to Behavioural Prep

166. Primer to Behavioural Prep

167. The Team
This case book is curated and compiled by the Consulting Club Members (2020-21):
TUSHAR SINGHAL ABHAY K.MISHRA NARESH TETARWAL VIKAS KUMAR
NAMAN GOYAL
President Executive Member
Executive Member
Executive Member Executive Member
NIKITA CHAWLA
Executive Member
Consulting Club Members (2019-20)
Himanshu Makhija – President Abhay Sharma – Associate Member
Arunima Goyal – Associate Member
Sahil Khurana - Associate Member
Ambuj Purwar – Executive Member
Kriti Bhatia - Executive Member
Manoj Boda - Executive Member
Sashwat Gupta - Executive Member

168. Follow Us On
Follow us on:
conclub@fms.edu
Contact us:
The Consulting Club
Faculty of Management Studies
Professor N.D. Kapoor Marg
Delhi University – 110007
www.fms.edu