Consulting Case Book

2020-21
FMS Delhi,
Prof. N.D. Kapoor Marg,
Delhi University
New Delhi - 110007
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
Acknowledgement
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
From the Desk of President
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
Contents

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Contents

•
•
Part A - About Consulting
What is Consulting?
What is it? How is it helpful?

Top Players Why is it so sought after?

• •

• •

• •
Roles/Hierarchy of a Consulting Firm

Partner/Director

Principal/Sr. Manager

Manager/Project Leader

Senior Consultant

Consultant/Associate

Analyst
How to Get into Consulting From Here?
Resume & behavioural preparation

Use next 3 months to improve your skills

Prepare for the interview process

Prepare Hard Prepare Smart

Guesstimates Communication

Case Interview Business Acumen

HR Answers General Awareness

Crack the interview

Part B – Basic Concepts
3C’s
•
•
•

Government Industry

Company

• •
• •
• •
•
Customer Competition
4P’s and 7P’s
•
•
•

Product
• •
• •
• •
Price Promotion

•
•
Placement
•
•
•
Porter’s Five Forces
• Threat of New •
• •
Entrants (or
• •
• Barriers to Entry) •
• •
• •
• •

Bargaining Power Bargaining Power of

of Buyers Industry Suppliers
Rivalry

• •
• •
•
• •
Threat of
•
• Substitutes
•
•
BCG Matrix
Value Chain/Process Mapping
Value Chain/Process Mapping

Raw Storage & Customer

R&D Processing Distribution Marketing
Material Transportation Service

Equipment Cost of RM Machinery Transport for Sales Channel Marketing Repairs

Warehouse Channel
Human Contracts/Bulk Factory Rent Sales Force Spare Parts
Capital Deals Storage (Rent, Sales Force
Labour Hours Labour, Inventory) Training Returns
Cost of Quantity Used
Finance Technology Transport to Service
Customer Contracts
Capacity
Utilization

Packaging
Ansoff Matrix

Existing Market New

Existing
Market Penetration Market Development
Product

Product Development Diversification

New
Ansoff Matrix Example: Coca Cola
The Company Environment
Macro Environment

Company

Industry
PESTEL
Basic of Economics
Supply-Demand Price Elasticities

𝑑𝑄/𝑄
𝑒=−
𝑑𝑝/𝑃

Market Characteristics

Price Discrimination 4 Types of Market Structure

First Degree Second Degree Third Degree Perfect Monopolistic Oligopoly Monopoly
Competition Competition
Basics of Finance

Essential Useful Optional

Ratios

Time Value of Money Discounted Cash Flow

Profit & Loss Statement
Capital Budgeting Trading Multiples
Balance Sheet Terms
Annuity Transaction Multiples

Perpetuity

𝐶𝑎𝑠ℎ 𝐹𝑙𝑜𝑤
𝐷𝑖𝑠𝑐𝑜𝑢𝑛𝑡 𝑅𝑎𝑡𝑒
Part C – Basic of Guesstimates
and Case Solving
MECE Segmentation

Mutually Exclusive Collectively Exhaustive

Profits
Profits

Revenues Costs
Dairy Fruits Vegetables

• • •
• •
• • •
• •
• • •
•
•
MECE Segmentation

Customer Clients Increase Sales

Individuals/ Institutions/ Increase Sales Increase #

Households (B2C) Organizations per Customer Customer

Increase Increase
Price Quantity
Pareto Principle (80/20 Principle)
•

•
Introduction to Guesstimates
What is evaluated through What is necessary to solve a good
Guesstimates? Guesstimate?

Ability to think on Approach & Quantitative Communication &

Logical Thinking
your feet Structure Skills Presentation

Top Down and Bottom Up Supply Side and Demand Side

Approach Approach
Guesstimates Do’s & Don’ts
Do’s Ideal Flow Don’ts

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

Lay down structure neatly on paper and solve it step by step •

• 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.
•
If possible, reconfirm & triangulate your answer with a
ballpark estimate from another approach •
Top Down & Bottom Up Approach
Top down approach Bottom up approach

• •

Identify a Starting
Universe

Identify the smallest replicable block

Segment A Segment B
Estimate for a single identified block

Segment Segment Segment Segment Segment Scale up!

A1 A2 A3 A2 A3

• •
•
•
• •
•
Case Interview Process
Flow of a Consulting Interview

General Behavioural
Guesstimate Cases Wrap up
Discussion Questions

•
•
•
•
•
•
•
•
Interviewer Expectations

Its not about being right. Its about being right in an client friendly way.
How you are right matters a lot.

❑
❑
❑
❑
❑
❑
P2P Case Practice

Peer to Peer Case Practice

For Interviewer For Interviewee

• •

• •
•
•
•
•
•
•
•
•
•
•

•
•
•
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.

Case Interview Do’s & Don’ts
Do’s Don’ts

• •

• •

• •

• •

• •

• •

• •
Part D – Basic Frameworks
Market Entry Framework
Understand the question and clarify the Objectives

Set context

Should they Enter?

New Market Product Customers Capabilities Regulations

• • • • •
• • • • •
• • • •
• •
Yes/No Why No? Suggestions

If Yes How?

Entry Options Operational Decisions Marketing Growth Plan Conclusion

• • • •
• • •
• •
Growth Strategy
Understand the Question and Clarify the Objectives

Set context

Growth Strategies

Existing Market Geographic Expansion Portfolio Expansion In-Organic Growth Business Integration

• • • • •
• • • • •
• •

Summary
Pricing Strategy
Understand the Question and Clarify the Objectives

Set context

Pricing Factors

Product Costing Competitors Substitutes Customer

• • • • •
• • • •
• • • • •
•

Pricing Options

Competitive Pricing Cost Based Pricing Price based Costing

• • •
•
Go To Market Strategy/New Product Launch
Understand the Question and Clarify the Objectives

Set Context

Idea

Product Distribution Communication

Segmentation
Development Strategy Strategy

•
• Be Selective
• o
• o
• o
• o
o
Merger & Acquisitions
Understand the Question and Clarify the Objectives

Set context

Deal Rationale Business Benefits

Implementation
• • •
• •
• • Due Diligence
• • •
• •
•
•
Deal Price Potential Risks •
• Exit Strategies

• • •
• • •
• • •
• • •
Case Framework Cheat Sheet-When Nothing Works

Set context

Value Chain

Look for Bottlenecks

Process Flow / Customer Journey
•

•
Example: E-Commerce Discovery and Ordering Process Map
Part E – Sector Overview
Industry Analysis: Table of Contents
Understanding Indian Automotive Industry
•

•
•
• • •
• • •
• • •
• •
• •
•
• •
• •
• •
• •
• •

•
• •
• •
•
• •
•
• •
•
• •
•
•
•
Understanding Indian Aviation Industry
•
•
•

•
• •
•
•
• •
•
•

• •

•
•
Understanding Global Aerospace Industry

• • •
•
• • • •
• • •
• •
• • • •
• • •
• •

• •
•
•
•
•
•
•
•
•
•

• •
•
•
• •
• •
•
Understanding Indian Banking Industry

▪ ▪ ▪ ▪ • •
▪ ▪ ▪ ▪ •
▪ ▪ ▪ ▪ • •
• •
• •
• •
• •

• •

•
•
•

•
Understanding Global Cloud Industry

• • •
• • •
• • •
• • •
• •
• •
• • •
•
•
•
•
• •
•
•
•
• •
•

•
•
• •

•
•
Understanding Indian E-Commerce Industry
• • •
•
• • •
• • •
• • •
•
•
•

•
• •
•
• •
• •
•
• •
• •
•
•
• •
• •

•
• •
• • •
• •
•
•
Understanding Indian Ed-tech Industry
•
•
•
•

•
•

•
•

• •

• •
• •
• •
• •
• •
• •
•
Understanding Indian FMCG Industry

• By Product By Region
•
9%
• 18%
• 50%
32% 36% 55%
•
•
•
• Household Urban
Rural
• Healthcare
Semi Urban
• Food & Beverages

•
• • •
•

• •
•
•

• • •

•
•

•
Understanding Indian IT Industry

• •
• •
•
•
• •
• • •
• •
•

• •
• •
•
• •
• •
•
• •
• •
Understanding Business Models – Google

Others
Cloud
Hardware
Ads

• • • •
•
•
• •
•
•

• • •
• •
•
• •
•

•
•
•
• •
•

• •

• •

•
Understanding Indian Hospitality & Tourism Industry

• •
•
• •
•
• •
•
• •
•
• •
•

• •

• •

• •
•

• •
•
•
.
 Understanding Indian NBFC Industry
• •
•
• •
• •
•
•

• •
• •
• •
• •
•
• •

• •

• •
•
•

•
•
Understanding Indian Petrochemical Industry

• • • • •
• •
• •
• • •

OTHERS
14% IRAQ
20%
PSU Pvt/JV USA
2%
ANGOLA
3%
MEXICO
3%
KUWAIT
5%
SAUDI
VENEZUEL ARABIA
A 19%
7% UAE
8%NIGERIA IRAN
8% 11%

Others
USA 7%
Singapore
7% 22%

Sri Lanka
11%

UAE Nepal
11% 18%

Bhutan Ethiopia
12% 12%
Understanding Indian Pharma Industry

• • • •
• •
• • •
•
• • •
• • •
• • •

▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪ ▪
▪
▪ ▪
▪ ▪
▪ ▪ ▪
▪ ▪ ▪
▪ ▪ ▪
▪ ▪ ▪ ▪ ▪
▪ ▪ ▪ ▪
▪ ▪ ▪ ▪
Understanding Indian Power Industry
• • •

• •
• •
• •
• • •
• •
• •
• • •

. • •

• •

• •

•
•

.
Understanding Indian Telecom Industry

• •
• •
•
• •
• •
• •
•

•
•
•
•
• • •
•
• • •
•
•
• • •
• •
•
• •
•
• •

• •
• • •
• • •
• • • • •
• •
•
•
• •
• •
•
•
Understanding Indian Tyre Industry

• •
•
•
• •
• •
• •
•
•

•
•
•
•

•
•
•
•

Δ Δ

•
Part F – Practice Guesstimates
Practice Guesstimates: Table of Contents
 Toll Plaza
Estimate daily revenues of Delhi-Gurgaon toll plaza

• •
• •
• •
• •

Traffic Distribution
1
Capacity

0.5 Noon

Midnight
0
Time
TOI Revenues
Estimate daily revenues of Times of India

• •
• •
• •
• •
 Smart Watches
Estimate the market size of Smart Watches in India

• •
•
• •
•
•

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

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

• •

• •
•
E-Rickshaw
Revenue of a typical e-rickshaw driver per day

• •
• •
• •
•
Smokers in India
Estimate the number of Smokers in India

•
•
•
Cheese Burst Pizzas
Estimate the number of cheese bursts pizzas sold by Dominos daily

• •
•
•
• •
• •
• •
•

•
•
•

•
•
•
Petrol Pumps
Estimate the number of Petrol Pumps in Delhi (Approach 1)

• •
•
• •
• •
•
Petrol Pumps
Estimate the number of Petrol Pumps in India (Approach 2)

• •
•
• •

• •

Avg time to fill 15 l petrol =

3 min
Avg booths = 4
25 crore users 15 crore users 4 hours 10 hours Capacity = 15*4*(4*60/3 =
70 km/l mileage 10 km/l mileage 100% 50% 16800 l

Demand of Petrol = [Avg distance = 30 km] * Petrol Supplied per pump = [Avg Usage Ratio = (1*4+0.5*10)/14 =
[25cr/70 km/l + 15cr/10 km/l] = 55.7 crore litre 0.64]*[Capacity = 16,800 l] = 10,800 litre
Petrol Pumps
Estimate the number of Petrol Pumps in India (Approach 3)

• •
•
• •
• •
• •
• •
• •

•
•
•
TT Balls
Estimate the number of TT balls used in a day in Delhi

• •
• •
• •
•
TT Balls
Estimate the number of TT balls used in a day in Delhi
White Shirts in Delhi
Estimate the number of people wearing a white shirt (WS) in Delhi on any particular day.

• •
•
• •
•
•
Delhi Schools
Estimate the number of Schools in Delhi

= /
Departing Flights
Estimate number of flights departing from Delhi Airport in a Day

• •
•
•
•
•
•
•
•
•
People you met
Estimate the number of people you interacted with over the last year
Tractors in India
Estimate the number of tractors in India

• •
•
• •
•
•
•
Tractors in India
Estimate the number of tractors in India
EV Market Size
Estimate the market size of EV in India

• •
• •
• •
• •
• •
• •

•
DTC Bus
Estimate the number of DTC buses in Delhi
Flat Screen Televisions
Estimate the revenue of flat screen televisions sold in Australia in the past 12 months

• •
• •
• •
• •
Amazon India
Guesstimate the number of daily order of Amazon India

• •
• •
• •
• •
• •
• •
Daily revenue of Airport
Estimate the daily revenue of an airport

x x

x
Daily Revenue of 24x7 Retail Store Chain
Estimate the daily revenue of 24x7 chain of Retail Store

• •

• •
• •
• •

₹ ₹
Part G – Practice Cases
Practice Cases: Table of Contents

Sr. No Case Type Page # Sr. No Case Type Page #

1 Orchid Farmer Profitability 85 Women Apparel Retail
13 Cost Reduction 109
Chain
2 Retail Stores Profitability 87
14 Golf Course Pricing 111
3 Steel Manufacturer Profitability 89
15 Hepatitis B Drug Pricing 113
4 2024 Olympics Rights Profitability 91
16 Paint Manufacturer Pricing 115
5 Automobile Company Sales Revenues 93
17 Ride Hailing Helicopter Pricing 117
6 Auto Dealership Revenues 95
18 5G launch in India Pricing 119
7 Kids TV Channel Revenues 97
19 Home Automation Market Entry 121
8 Shopping Mall Revenues 99
20 Home Insurance Market Entry 123
9 Food Manufacturer Case Cost Reduction 101
21 Gold Mine in Mongolia Market Entry 125
10 IT Services Cost Reduction 103
22 Skin Care Manufacturer Market Entry 127
11 Quick Service Restaurant Cost Reduction 105
23 Smart Phone Market Market Entry 129
Steel Manufacture High
12 Cost Reduction 107 24 South African PE Firm Market Entry 131
Costs
Practice Cases: Table of Contents

Sr. No Case Type Page #

25 Apparel Top line Business Cost Reduction 133
Appliance Distribution
26 Growth 135
Company
27 Gift Card Firm Growth 137
Customer
28 Light Bulb Company 139
Satisfaction
Customer
29 Bottling Plant 141
Satisfaction
Customer
30 Telecom Provider 143
Satisfaction
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
Apple Orchid Farmer
 Apple Orchid Farmer

• • •
• • •
• •
•
Retail Chain
 Retail Chain

•
•

• •
• •
• •
• •
• • • •
• •
•
•
•
•
Steel Manufacturer Declining Profits
 Steel Manufacturer Declining Profits

•
•

•
•

•
•
2024 Olympic TV Rights

•
•
•
•
 2024 Olympic TV Rights

•
•
•

• •
•

•
•
•

•
•

•
•
Automobile Company Declining Sales
 Automobile Company Declining Sales

•
•
•

•
•

•
•

•
•
•
•
•
•
•
•
•
Automobile Dealership
Automobile Dealership

•
•
•
Kids’ TV Channel
 Kids’ TV Channel

•
•

•
Shopping Mall in South Delhi
 Shopping Mall in South Delhi

•
𝛴 𝑥 𝑥
•

•
•
•
•
Food Manufacturer Case

.
 Food Manufacturer Case

•
•

•
IT Services Client
IT Services Client

• •
•
•

•
•
•
Quick Service Restaurant

₹
₹
₹
₹
 Quick Service Restaurant

•
•

• ₹

₹
₹

₹
• ₹
• ₹
•
•
Steel Manufacturer High Costs
 Steel Manufacturer High Costs

•
•
•
•
Women Apparel Retail Chain
 Women Apparel Retail Chain

•
•

•
•

•
Golf Course
 Golf Course

•
•

•
•

•
•
•

• • •
•
•
Hepatitis-B Drug

-
-

-
-
-

-
-

-
Hepatitis-B Drug

•
•
•
•
•
•
•

• •
• •
• •
•
Paint Manufacturer
 Paint Manufacturer

• •
• •
•
•

•
Ride hailing Helicopter Cab Service
 Ride hailing Helicopter Cab Service

• • •
• •
•
• • •
• •
• •
•
• •
•
• •
•

•
•
•
5G Launch in India
 5G Launch in India

• •

• •

•
• •
•
•
•

•
•
•
•
•
•
•
•
•
Home Automation Player
 Home Automation Player

•
•
•

•
• • • •
• • •
• • • •
• •
• •
•
•
•
•

•
• • • • •
• • •
•
• •
•

•
•
•
Home Insurance Entry
 Home Insurance Entry

•
• &
•
•

•
•
•
Gold Mine in Mongolia
 Gold Mine in Mongolia

• • •

• •
• • •
• • •
•
• •
• • •
•
•

•
•
•
Skin Care Manufacturer
Skin Care Manufacturer

• • • • •
•

•
• •
• • • •
•
• •
• •
Smart Phone Market
 Smart Phone Market

• • • •
• • • •
•

• •
• •
•
• •
•
South African PE Firm
South African PE Firm
Apparel Business Topline
 Apparel Business Topline

•
•
•
•

•
•
•
Appliance Distribution Company
 Appliance Distribution Company

• • •
•
•
• •
• •
•

• •
•

•
•
Gift Card Firm
 Gift Card Firm

•
•
•
•
Light Bulb Company
 Light Bulb Company

•
•
•

• •
• •
• •
•
Bottling Plant
 Bottling Plant

•
Telecom Provider
 Telecom Provider

•
•
•
•
•

•
•
Airline Acquisition
Airline Acquisition

E
A

• B
•
•
•
PE Cosmetic Chain
 PE Cosmetic Chain

•
• • •
•
•
• •
• •
• •
•
•
•

o
• o
0 ( 0%)

•
•
•
•
•
FMS Students Falling Ill
 FMS Students Falling Ill

• • • • •
• •
• • • •
• •
• • • •
•
•
•
•
•

•
•
•
•
Logistics Efficiency
Logistics Efficiency

• • • • •
•
• • •
• •
• • •
•
•

•
•

• • •
•
•
Increase in Road Accidents
Increase in Road Accidents
 Increase in Road Accidents

•
→
• •
•
• • •
•
•
•

•
•
•
•
•
Swedish Government
Swedish Government

•
•

•
• •
•
•
•

• • • •
•
•
• • •

• •
Part H – Behavioral Questions
Primer to Behavioural Prep
Primer to Behavioural Prep
The Team
This case book is curated and compiled by the Consulting Club Members (2020-21):

TUSHAR SINGHAL ABHAY K.MISHRA NAMAN GOYAL NARESH TETARWAL NIKITA CHAWLA VIKAS KUMAR
President Executive Member Executive Member Executive Member Executive Member Executive Member

Consulting Club Members (2019-20)

Himanshu Makhija – President Ambuj Purwar – Executive Member Abhay Sharma – Associate Member
Kriti Bhatia - Executive Member Arunima Goyal – Associate Member
Manoj Boda - Executive Member Sahil Khurana - Associate Member
Sashwat Gupta - Executive Member
Follow Us On

Follow us on:

Contact us:
The Consulting Club
Faculty of Management Studies
Professor N.D. Kapoor Marg
Delhi University – 110007

[email protected] www.fms.edu