47 case interview examples (from McKinsey, BCG, Bain, etc.)

Case interview examples - McKinsey, BCG, Bain, etc.

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

  • McKinsey examples
  • BCG examples
  • Bain examples
  • Deloitte examples
  • Other firms' examples
  • Case books from consulting clubs
  • Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

  • Beautify case interview (McKinsey website)
  • Diconsa case interview (McKinsey website)
  • Electro-light case interview (McKinsey website)
  • GlobaPharm case interview (McKinsey website)
  • National Education case interview (McKinsey website)
  • Talbot Trucks case interview (McKinsey website)
  • Shops Corporation case interview (McKinsey website)
  • Conservation Forever case interview (McKinsey website)
  • McKinsey case interview guide (by IGotAnOffer)
  • McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

  • Foods Inc and GenCo case samples  (BCG website)
  • Chateau Boomerang written case interview  (BCG website)
  • BCG case interview guide (by IGotAnOffer)
  • Written cases guide (by IGotAnOffer)
  • BCG live case interview extract (by IGotAnOffer) - See below

3. Bain case interview examples

  • CoffeeCo practice case (Bain website)
  • FashionCo practice case (Bain website)
  • Associate Consultant mock interview video (Bain website)
  • Consultant mock interview video (Bain website)
  • Written case interview tips (Bain website)
  • Bain case interview guide   (by IGotAnOffer)
  • Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

  • Engagement Strategy practice case (Deloitte website)
  • Recreation Unlimited practice case (Deloitte website)
  • Strategic Vision practice case (Deloitte website)
  • Retail Strategy practice case  (Deloitte website)
  • Finance Strategy practice case  (Deloitte website)
  • Talent Management practice case (Deloitte website)
  • Enterprise Resource Management practice case (Deloitte website)
  • Footloose written case  (by Deloitte)
  • Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

  • Case interview workbook (by Accenture)
  • Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

  • Leisure Club case example (by OC&C)
  • Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

  • Wumbleworld case sample (Oliver Wyman website)
  • Aqualine case sample (Oliver Wyman website)
  • Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

  • Promotion planning case question (A.T. Kearney website)
  • Consulting case book and examples (by A.T. Kearney)
  • AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

  • Presentation overview with sample questions (by Strategy& / PWC)
  • Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

  • Case interview example video walkthrough   (L.E.K. website)
  • Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

  • Transit oriented development case webinar part 1  (Roland Berger website)
  • Transit oriented development case webinar part 2   (Roland Berger website)
  • 3D printed hip implants case webinar part 1   (Roland Berger website)
  • 3D printed hip implants case webinar part 2   (Roland Berger website)
  • Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

  • Case interview example video walkthrough  (Capital One website)
  • Capital One case interview guide (by IGotAnOffer)

13. Consulting clubs case interview examples

  • Berkeley case book (2006)
  • Columbia case book (2006)
  • Darden case book (2012)
  • Darden case book (2018)
  • Duke case book (2010)
  • Duke case book (2014)
  • ESADE case book (2011)
  • Goizueta case book (2006)
  • Illinois case book (2015)
  • LBS case book (2006)
  • MIT case book (2001)
  • Notre Dame case book (2017)
  • Ross case book (2010)
  • Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

The IGotAnOffer team

Interview coach and candidate conduct a video call

35 Case Interviews Examples from MBB / Big Four Firms

Studying case interview examples is one of the first steps in preparing for the  management consulting  recruitment process. If you don’t want to spend hours searching the web, this article presents a comprehensive and convenient list for you – with 35 example cases, 16 case books, along with a case video accompanied by detailed feedback on tips and techniques.

A clear understanding of “what is a case interview” is essential for effective use of these examples. I suggest reading our  Case Interview 101  guide, if you haven’t done so.

McKinsey case interview examples

Mckinsey practice cases.

  • Diconsa Case
  • Electro-Light Case
  • GlobaPharm Case
  • National Education Case

What should I know about McKinsey Case interviews?

At McKinsey, case interviews often follow the interviewer-led format , where the interviewer asks you multiple questions for you to answer with short pitches.

How do you nail these cases? Since the questions can be grouped into predictable types, an efficient approach is to master each question type. However, do that after you’ve mastered the case interview fundamentals!

For a detailed guide on interviewer-led cases, check out our article on McKinsey Case Interview .

BCG & Bain case interview examples

Bcg practice cases.

  • BCG – Written Case – Chateau Boomerang

Bain practice cases

  • Bain – Coffee Shop Co.
  • Bain – Fashion Co.
  • Bain – Mock Interview – Associate Consultant
  • Bain – Mock Interview – Consultant

What should I know about BCG & Bain case interviews?

Unlike McKinsey, BCG and Bain case interviews typically follow the candidate-led format – which is the opposite of interviewer-led, with the candidate driving the case progress by actively breaking down problems in their own way.

The key to acing candidate-led cases is to master the case interview fundamental concepts as well as the frameworks.

Some BCG and Bain offices also utilize written case interviews – you have to go through a pile of data slides, select the most relevant ones to answer a set of interviewer questions, then deliver those answers in a presentation.

For a detailed guide on candidate-led cases, check out our article on BCG & Bain Case Interview .

Deloitte case interview examples

Deloitte practice cases.

Undergrad Cases

  • Human Capital – Technology Institute
  • Human Capital – Agency V
  • Strategy – Federal Benefits Provider
  • Strategy – Extreme Athletes
  • Technology – Green Apron
  • Technology – Big Bucks Bank
  • Technology – Top Engine
  • Technology – Finance Agency

Advanced Cases

  • Human Capital – Civil Cargo Bureau
  • Human Capital – Capital Airlines
  • Strategy – Club Co
  • Strategy – Health Agency
  • Technology – Waste Management
  • Technology – Bank of Zurich
  • Technology – Galaxy Fitness

What should I know about Deloitte case interviews?

Case interviews at Deloitte also lean towards the candidate-led format like BCG and Bain.

The Deloitte consultant recruitment process also features group case interviews , which not only test analytical skills but also place a great deal on interpersonal handling.

Accenture case interview examples

Accenture divides its cases into three types with very cool-sounding names.

Sorted in descending order of popularity, they are:

These are similar to candidate-led cases at Bain and BCG. albeit shorter – the key is to develop a suitable framework and ask the right questions to extract data from the interviewer.

These are similar to the market-sizing and guesstimate questions asked in interviewer-led cases – demonstrate your calculations in structured, clear-cut, logical steps and you’ll nail the case.

These cases have you sort through a deluge of data to draw solutions; however, this type of case is rare.

Capital One case interview examples

Capital One is the odd one on this list – it is a bank-holding company. Nonetheless, this being one of the biggest banks in America, it’s interesting to see how its cases differ from the consulting ones.

Having gone through Capital One’s guide to its cases, I can’t help but notice the less-MECE structure of the sample answers. Additionally, there seems to be a greater focus on the numbers.

Nonetheless, having a solid knowledge of the basics of case interviews will not hurt you – if anything, your presentation will be much more in-depth, comprehensive, and understandable!

See Capital One Business Analyst Case Interview for an example case and answers.

Other firms case interview examples

Besides the leading ones, we have some examples from other major consulting firms as well.

  • Oliver Wyman – Wumbleworld
  • Oliver Wyman – Aqualine
  • LEK – Cinema
  • LEK – Market Sizing
  • Kearney – Promotional Planning
  • OC&C – Imported Spirits
  • OC&C – Leisure Clubs

Consulting clubs case books

In addition to official cases, here are a few case books you can use as learning materials.

Do keep in mind: don’t base your study on frameworks and individual case types, but master the fundamentals so you can tackle any kind of case.

  • Wharton Consulting Club Case Book
  • Tuck Consulting Club Case Book
  • MIT Sloan Consulting Club Case Book
  • LBS Consulting Club Case Book
  • Kellogg Consulting Club Case Book
  • INSEAD Consulting Club Case Book
  • Harvard Consulting Club Case Book
  • ESADE Consulting Club Case Book
  • Darden Consulting Club Case Book
  • Berkeley Consulting Club Case Book
  • Notre-Dame Consulting Club Case Book
  • Illinois Consulting Club Case Book
  • Columbia Consulting Club Case Book
  • Duke Consulting Club Case Book
  • Ross Consulting Club Case Book
  • Kearney Case Book

strategy consulting case study examples

Case interview example – Case video

The limitation of most official case interview examples is that they are either too short and vague, or in text format, or both.

To solve that problem for you, we’ve extracted a 30-minute-long, feedback-rich case sample from our Case Interview End-to-End Secrets Program .

This is a candidate-led, profitability case on an internet music broadcasting company called Pandora.

In 30 minutes, this candidate demonstrates the exact kind of shortcoming that most candidates suffer during real case interviews – they come in with sharp business senses, then hurt their own chances with inadequate techniques.

Here are seven notable areas where the candidate (and you) can improve:

Thanking Throughout the case, as especially in the opening, he should have shown more appreciation for the time the interviewer spent with him.

Structured opening The candidate’s opening of the case feels unstructured. He could have improved it by not mixing the playback and clarification parts. You can learn to nail the case in a 3-minute start through this video on How to Open Any Case Perfectly .

Explicitness A lot of the candidate’s thought process remains in his head; in a case interview, it’s better to be as explicit as possible – draw your issue tree out and point to it as you speak; state your hypothesis when you move into a branch; when you receive data, acknowledge it out loud.

Avoiding silence The silence in his case performance is too long, including his timeout and various gaps in his speech; either ask for timeout (and keep it as short as possible) or think out loud to fill those gaps.

Proactivity The candidate relies too much on the interviewer (e.g: asking for data when it can easily be calculated); you don’t want to appear lazy before your interviewer, so avoid this.

Avoiding repeating mistakes Making one mistake twice is a big no-no in consulting interviews; one key part of the consulting skill set is the ability to learn, and repeating your mistakes (especially if the interviewer has pointed it out) makes you look like someone who doesn’t learn.

Note-taking Given the mistakes this candidate makes, he’s probably not taking his notes well. I can show you how to get it right if you watch this video on Case Interview Note-Taking .

Nonetheless, there are three good points you can learn from the candidate:

The candidate sums up what he’s covered and announces his upcoming approach at the start and at key points in the case – this is a very good habit that gives you a sense of direction and shows that you’re an organized person.

The candidate performs a “reality check” on whether his actions match the issue tree; in a case interview it’s easy to lose track of what you’re doing, so remember to do this every once in a while.

The candidate prompts the interviewer to give out more data than he asked for; if anything, this actually matches a habit of real consultants, and if you’re lucky, your interviewer may actually give out important pieces you haven’t thought of.

These are only part of the “ninja tips” taught In our Case Interview E2E Secrets Program – besides the math and business intuition for long-term development, a key feature is the instant-result tips and techniques for case interviews.

Once you’ve mastered them, you can nail any case they throw at you!

For more “quality” practice, let’s have a mock case interview with former consultants from McKinsey, BCG, Bain, Oliver Wyman, Strategy& and many other consulting firms. They will help you identify your problem areas and give you actionable feedback, making your preparation much easier and faster.

Hi! This is Kim and welcome to another performance in the Tips & Techniques part of our amazing End-to-end program. You are about to hear a really interesting performance.

There is a common Myth that Profitability cases are easier. Well, for beginners, that’s may make sense, but I would argue that Profitability cases can be really tricky and candidates without good foundation will make about the same level of mistakes regardless of type of cases given.

The profitability case we are about to watch will show that. It’s a very unconventional

Profitability. It started out like a typical one but getting more and more tricky toward the end.

The candidate is fairly good in term of business intuition, but the Tips & Techniques aspect needs a lot of fine tune! Now let’s go ahead and get started! 

It’s actually a little better to playback the case information and ask clarifications. The candidate does not distinguish between the two and do both at a same time. Also, the candidate was asking these clarifications in an unorganized and unstructured fashion. This is not something terrible, but could have been better, especially when this is the very first part of the case, where the crucial first impression is being formed.

My pitch would sound like this:

“That’s a very interesting problem and I am happy to get the chance to solve it. First of all let me tell you my understanding of the case context and key objectives. Then I would like to ask a few clarifying questions regarding a few terminology and concepts. Both of these are to make sure that I will be solving the right problem.

So here is my understanding of the case: The client is ABC. Here are some DEF facts about the situation we just talked about. And the key case question is XYZ.

Does that correctly and adequately summarize the case?”

Once the interviewer confirms, I would move to the clarification part as follows: “Now I would like to ask a few clarification questions. There are three of them: No 1, … No 2, … and No 3, …”

You may see above pitch as obvious but that’s a perfect example of how you should open any cases. Every details matters. We will point out those details in just a second. But before we do that, it’s actually very helpful if you can go back, listen carefully to the above pitch, and try to point out the great components yourselves. Only after that, go back to this point and learn it all together.

Alright, let’s break down the perfect opening.

First of all, you hear me say: “That’s a very interesting problem and I am happy to get a chance to solve it”. This seems trivial but very beneficial in multiple ways:

1. I bought myself a couple of seconds to calm down and get focused. 2. By nature, we as human unconsciously like those who give us compliments. Nothing better than opening the case with a modest compliment to the interviewer.

And (c) I showed my great attitude towards the case, which the interviewer would assume is the same for real future consulting business problems.

You should do that in your interviews too. Say it and accompany it with the best smile you can give. It shows that you are not afraid of any problems. In fact, you love them and you are always ready for them.

Secondly, I did what I refer to as the “map habit”, which is to always say what you are about to do and then do it. Just like somebody in the car showing the drivers the route before cruising on the road. The driver would love it. This is where I said: “Let me tell you my understanding of the case context and key objectives. Then ABC…”.

Third, right at the beginning of the case, I try to be crystal clear and easy to follow. I don’t let the interviewer confused between playing the case vs. asking clarification questions. I distinguish between the two really carefully. This habit probably doesn’t change the outcome of how the case goes that much, but it certainly significantly changes the impression the interviewer has of me.

Fourth, in playing back the case, each person would have a different way to re-phrase. But there are three buckets to always include:

1. Who is the client 2. The facts regarding the client and the situation and (c) The key question and the objective of the case.

Fifth, after playing the case context and objectives, I pause for a second and ALIGN with the interviewer: “Does it correctly and adequately summarize the case?”. This is a habit that every consulting manager loves for young consultants to do. Nobody wants first-year folks to spend weeks of passion and hard-work building an excel model that the team can’t use. This habit is extensively taught at McKinsey, Bain and BCG, so therefore interviewers would love somebody that exhibits this habit often in case interview.

Lastly, when asking clarification questions, you hear me number them very carefully to create the strong impression that I am very organized and structured. I said I have three clarifying questions. Then I number them as I go through each. No.1, No.2, and No.3.

Sometimes, during interviews it’s hard to know exactly how many items you are going to get. One way is to take timeout often to carefully plan your pitch. If this is not possible in certain situations, you may skip telling how many items you have; but you should definitely still number your question: No.1, No.2; and so on. 

Just a moment ago, the candidate actually exhibited a good habit. After going through his clarification questions, the candidate ended by asking the “is there anything else” question. In this case, I actually give out an important piece of data.

Though this is not very common as not every interviewer is that generous in giving out data. But this is a habit management consultants have to have every day when talking to experts, clients, or key stakeholders. The key is to get the most data and insights out of every interview and this is the type of open-ended question every consultant asks several times a day.

To show of this habit in a case interview is very good!

There are three things I would like you to pay attention to:

First, it took the candidate up to 72 seconds to “gather his thoughts”. This is a little too long in a case interview. I intentionally leave the 72 seconds of silence in the recording so you get an idea of how long that is in real situations. But it’s worth-noting here is not only that. While in some very complicated and weird cases, it’s ok to take that long to really think and gather ideas. In this case, the approach as proposed by the candidate is very simple. For this very approach, I think no more than 15 to 20 seconds should be used.

No.2, with that said, I have told I really like the fact that this candidate exhibits the “map” habit. Before going straight to the approach he draws the overall approach first.

No.3. You also see here that the candidate tried to align the approach with me by asking my thoughts on it. As I just said on the previous comment, this is a great habit to have. Not only does it help reduce chance of going into the wrong direction in case interviews, but it also creates a good impression. Consulting interviewers love people doing it often!

Here we see a not-really-bad response that for sure could be much better. The candidate was going into the first branch of the analysis which is Revenue. I would fix this in 3 aspects:

First, even though we just talked about the overall approach, it’s still better to briefly set up the issue tree first then clearly note that you are going into one branch.

Second, this is not a must, but I always try to make my hypothesis as explicitly clear as possible. Here the candidate just implicitly made a hypothesis that the problem is on the revenue side. The best way to show our hypothesis-driven mindset is to explicitly say it.

Third, you hear this a ton of times in our End-to-End program but I am going to repeat it again and again. It is better to show the habit of aligning here too. Don’t just go into revenue, before doing that, give the interviewer a chance to agree or to actually guide you to Cost.

So, summarizing the above insights, my pitch would sound something like this:

“So as we just discussed, a profit problem is either caused by revenue or by cost. Unless you would like to go into cost first, let’s hypothesize that the problem is on revenue side. I would like to look deeper into Revenue. Do we have any data on the revenue?”

And while saying this, you should literally draw an issue tree and point to each as you speak.

There is an interesting case interview tip I want to point out here. Notice how the candidate responds after receiving two data points from me. He went straight into the next question without at least acknowledging the data received and also without briefly analyzing it.

I am glad that the candidate makes this mistakes… well, not glad for him but for the greater audience of this program. I would like to introduce to you the perfect habit of what you should react and do every time you have any piece of data during case interviews. So three things you need to do:

Step 1: Say … that’s an interesting piece of data. This helps the interviewer acknowledge that you have received and understand the data. This also buys you a little time. And furthermore, it’s always a good thing to give out modest compliments to the interviewer.

Step 2: Describe the data, how it looks, is there any special noteworthy trend? In this case, we should point out that revenue actually grew by more than 50%.

Also notice here that I immediately quantified the difference in specific quantitative measurement (in this case, percentage). Saying revenue went up is good, but it’s great to be able to say revenue went up by more than 50%.

Step 3: Link the trend identified back to the original case question and the hypothesis you have. Does it prove, disprove, or open up new investigation to really test the hypothesis? In this case, this data piece actually opened up new investigating areas to test the hypothesis that the bottleneck is within revenue.

My sample pitch for this step 3 would sound like this: “It’s interesting that revenue went up quite a bit. However, to be able to fully reject our hypothesis on the revenue, I would like to compare our revenue to that of the competitors as well.”

Then only at this point, after going through 3 steps above, I ask for the competitors’ revenue like the candidate did.

Notice here that I ended up asking the same question the candidate did. This shows that the candidate does have a good intuition and thought process. It’s just that he did all of these implicitly on his head.

In consulting case interview, it’s always good to do everything as explicitly as possible. Not only is it easier to follow but it helps show your great thought process.

… the rest of the transcript is available in our End To End Case Interview

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Consulting is intense. You will work long hours, travel a lot and be under stress. When they hire you, consulting firms want to make sure you have thought about what you are getting into. Hence, consulting firms, such as McKinsey, BCG & Bain use case interviews to assess candidates in their recruiting process. It’s very hard to succeed at case interviews without preparing for them properly. One of the best ways to prepare for case interviews at firms like McKinsey, BCG, or Bain, is by studying case interview examples. There are a lot of free case interview examples on the Internet & it’s hard to know where to start. In this article, you shall find the best case interview resources for your practice. These cover interactive case interview samples provided by consulting firms.

Practice makes perfect

Use the resources available in this blog to prepare for your case interviews. The case collection includes cases which have been used in actual case interviews in the past. Solving cases on your own can give you a first feeling for them. The best way to improve your case interview skills is to put yourself in a case interview situation. If you’re in a graduate school or an MBA program, practice cases on a regular basis, say 1 case per day. The more perspectives you can get, the better. Experience solving as many cases will help you improve your case interview skills.

You can practice with as many cases as you like, but if you do not learn from them, you will not improve your case performance. At the end of each case that you solve, note down your mistakes & what you learned. After a few days, redo the case & apply your learning to ensure that you are making progress. Keeping track of your improvements will keep you motivated & make sure that you don’t repeat the same mistakes. The more you practice, the more confident you will automatically feel.

McKinsey Case Interview Examples

  • Diconsa case study
  • Electro-light case study
  • GlobaPharm case study
  • National Education case study

BCG Case Interview Examples

  • GenCo case study
  • Foods Inc case study
  • Interactive case study

Bain case interview examples

  • CoffeeCo case study
  • FashionCo case study
  • Written case interview tips
  • Experience interview tips

Deloitte case interview examples

  • Footloose case question
  • Retail Strategy case question
  • Finance Strategy case question
  • Talent Management : Federal Civil Cargo Protection Bureau
  • Change Management : Capital Airlines
  • E-commerce Platform : Galaxy Fitness
  • Enterprise Resource Management Upgrade : Federal Quality Waste Management
  • Global Data Strategy : Bank of Zurich

OC&C case interview examples

  • Leisure Club case example
  • Imported Spirits case example
  • Online Luxury Fashion case example

Oliver Wyman case example

  • Wumbleworld case sample
  • Aqualine case sample

AT Kearney case interview examples

  • Promotion planning case question
  • Consulting case book & examples

Consulting clubs case interview examples

Most of these case study examples are based on case interviews used by consulting firms in real job interviews. As a result, you can have a good idea of the case study questions you can have when interviewing at these firms. Please download the complete archive here (password: thinkinsights.net )

  • Australian Graduate School of Management (2002)
  • Chicago business school (2004)
  • Columbia case book (2006)
  • Darden case book (2013)
  • Darden case book (2019)
  • Duke case book (2011)
  • Duke case book (2017)
  • ESADE case book (2011)
  • Haas case book (2006)
  • Harvard case book (2002)
  • INSEAD case book (2011)
  • Kellogg case book (2012)
  • LBS case book (2006)
  • MIT case book (2002)
  • MIT case book (2015)
  • NYC Stern case book (2018)
  • NYU Stern case book (2007)
  • Ross case book (2010)
  • Wharton case book (2010)
  • Wharton case book (2017)

Practice tips (Beginner level)

Stern case book: drinks gone flat (starting at page 24).

This is a good introduction to a very common type of case (profitability, or more specifically declining sales here). I liked the solution presented for this case, in particular how it started first by isolating the problem of declining sales (what range of products? Volumes or prices or both?).

Stern case book: Sport bar (starting at page 46)

This is an investment case (should you invest in a new bar). Even if the solution presented in this case book is not MECE, it covers the most common quantitative questions you might have in such a case. I recommend doing this case.

NYU Stern case book: MJ Wineries (starting at page 85)

This is a profitability case. I liked the solution presented in this case because it illustrates how specific good candidates should be. The case is talking about wine, so a good candidate should mention the quality of lands & grapes as important factors.

AGSM case book: Piano tuners (starting at page 57)

This is a typical market sizing question. How to answer this type of questions is a must-know before going to your interviews.

Darden case book: National Logistics (starting at page 49)

Again, this is a very common type of case (how to reduce costs). I liked the broad range of questions asked in this case, covering key skills assessed by consulting firms during case interviews: brainstorming skill (or creativity), quantitative skill & business sense.

Practice tips (Advanced level)

Stern: the pricing games (starting at page 55).

This case study asks you to help your client assess different business models. I liked this case because the range of issues to tackle is quite broad.

Wharton 2017: Engineer attrition at SLS Oil & Gas Services (starting at page 55)

I liked this case study because the case prompt is uncommon: your client has been facing a very high attrition rate among its population of Engineers. As a result, it’s very unlikely that your solution fits a well-known framework, & you’ll have to demonstrate your problem-solving skills by developing a specific solution.

Wharton 2017: Pharma Company Goes International, Outsources Benefits, Integrates New Technology (starting at page 95)

This case is about a client considering outsourcing a part of their activity. Even though I don’t know if this type of case study is very common, I had many case studies like this when I passed my interviews a few years ago. And I always found them difficult!

INSEAD: Gas retail case (starting at page 73)

The question asked in the problem statement is very broad, which makes this case difficult. So, only good candidates will be able to have a structured case discussion here.

Darden: Fire Proof (starting at page 84)

This is a market entry case. Try to solve it by developing a structure as MECE as possible.

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About the author: mithun sridharan.

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Case Interview Examples (2024): A Collection from McKinsey and Others

case interview examples from consulting firms such as mckinsey, bcg or bain

Last Updated on January 11, 2024

Whenever you prepare for case interviews, you have to practice as realistically as possible and mimic the real case study interview at McKinsey , BCG , Bain , and others. One way to do this and make your preparation more effective is to practice real cases provided by the firms you apply to.

It will help you to understand what the differences are across firms, how they structure and approach their cases, what dimensions are important to them, and what solutions they consider to be strong.

Below is a steadily expanding selection of real case interview examples provided by different management consulting firms.

Before wasting your money on case interview collection books that use generic cases, use original cases first. Additionally, use professional case coaches, who interviewed for the top firms , to mimic the real interview experience and get real, actionable feedback to improve.

Please be aware that cases are just one part of a typical consulting interview. It is equally important to prepare for behavioral and fit interview questions .

McKinsey Case Interview Examples

  • Loravia – Transforming a national education system
  • SuperSoda – Electro-light product launch
  • GlobaPharm – Pharma R&D
  • Bill & Melinda Gates Foundation – Diconsa financial services offering
  • Beautify – Customer approach
  • Shops – DEI strategy
  • Talbot Trucks – Electric truck development
  • Conservation Forever – Nature conservation

We have written a detailed article on the McKinsey application process, the McKinsey interview timeline, the typical McKinsey case interview, and the McKinsey Personal Experience interview here . You can expect similar cases regardless of your position (e.g. in a McKinsey phone case interview or interviewing for a McKinsey internship as well as a full-time BA, Associate, or Engagement Manager role).

Boston Consulting Group (BCG) Case interview Examples

  • Consumer Goods – Climate strategy
  • Banking – Client satisfaction
  • Consumer Goods – IT strategy
  • Chateau Boomerang – Written case

Bain and Company case interview examples

  • NextGen Tech
  • FashionCo .

Ace the case interview with our dedicated preparation packages.

the image is the cover of a case interview industry overview

Deloitte Case Interview Examples

  • Federal Agency – Engagement strategy
  • Federal Benefits Provider – Strategic vision
  • Apparel – Declining market share
  • Federal Finance Agency – Architecture strategy
  • MedX – Smart pill bottle
  • Federal Healthy Agency – Finance strategy
  • LeadAuto – Market expansion
  • Federal Bureau – Talent management

Strategy& Case Interview Examples

  • Strategy& tips and examples  (case examples included )

Accenture Case Interview Examples

  • Accenture interview tips and examples (case examples included )

Kearney Case Interview Examples

  • Promotional planning

Roland Berger Case Interview Examples

  • Transit-oriented development Part 1
  • Transit-oriented development Part 2
  • 3D printed hip implants Part 1
  • 3D printed hip implants Part 2

Oliver Wyman Case Interview Examples

  • Wumbleworld – theme park
  • Aqualine – boats

LEK Case Interview Examples

  • Video case interview example (currently unavailable)
  • Market sizing video example
  • Brainteaser (scroll to the bottom of the page)

Simon Kucher Case Interview Examples

  • Smart phone pricing

OC&C Case Interview Examples

  • Imported whiskey in an emerging market – business strategy
  • Leisure clubs – data interpretation

Capital One Case Interview Examples

  • How to crack case interviews with Capital One (includes case examples)

Bridgespan Case Interview Examples

  • Robinson Philanthropy – Strategy
  • Reach for the Stars – Student success
  • Home Nurses for New Families – Expansion strategy
  • Venture Philanthropy – Charity

Consulting Clubs Case Interview Books

Contact us at [email protected] for a collection of consulting club case interview books (from Harvard, ESADE, LBS, Columbia, etc.).

How We Help You Ace Your Case Interviews

We have specialized in placing people from all walks of life with different backgrounds into top consulting firms both as generalist hires as well as specialized hires and experts. As former McKinsey consultants and interview experts, we help you by

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  • providing you with cheat sheets and overviews for 27 industries .

Reach out to us if you have any questions! We are happy to help and offer a tailored program to help you break into consulting.

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strategy consulting case study examples

Florian spent 5 years with McKinsey as a senior consultant. He is an experienced consulting interviewer and problem-solving coach, having interviewed 100s of candidates in real and mock interviews. He started StrategyCase.com to make top-tier consulting firms more accessible for top talent, using tailored and up-to-date know-how about their recruiting. He ranks as the most successful consulting case and fit interview coach, generating more than 500 offers with MBB, tier-2 firms, Big 4 consulting divisions, in-house consultancies, and boutique firms through direct coaching of his clients over the last 3.5 years. His books “The 1%: Conquer Your Consulting Case Interview” and “Consulting Career Secrets” are available via Amazon.

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280 Free Case Interview Examples

Do you want to get access to over 280 free case interview examples (with answers)?

If you have interviews planned at McKinsey ,  The Boston Consulting Group , or any other consulting firm, you are probably looking for case interview examples.

So, to help you prepare, I have compiled a list of 280 free case interview examples:

  • Over 30 free case interview examples (+ interview prep tips) from the websites of top consulting firms
  • More than 250 free case interview examples from top business school case books

Moreover, you’ll get  my take on which case studies you will likely have in interviews.

In short, the resources listed hereafter will be very helpful if you are starting out or have already made good progress in preparing for your case interviews.

One last word : check out this free case-cracking course to learn how to crack the most recent types of case questions consulting firms use in actual interviews.

Let’s get started!

Table of Contents

Get the latest data about salaries in consulting, mckinsey: tips and case interview examples.

McKinsey & Company’s website is definitely one of my favorites.

Because this gives so much insightful information about the role of a consultant and what the hiring process looks like.

Therefore, I highly recommend spending time on their website, even if you are not targeting McKinsey.

In the meantime, here are 8 McKinsey case interview examples

  • Electro-light
  • GlobaPharma
  • National Education
  • Talbot trucks
  • Shops corporation
  • Conservation forever

McKinsey hub

Check out the McKinsey Hub : A library of 20+ free resources that cover everything you need to secure a job offer at McKinsey.

Besides, here is another McKinsey case interview example.

This case interview question has been recently asked in a real interview:

𝘦𝘊𝘢𝘳𝘊𝘰, 𝘢 𝘑𝘢𝘱𝘢𝘯𝘦𝘴𝘦 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘮𝘢𝘯𝘶𝘧𝘢𝘤𝘵𝘶𝘳𝘦𝘳 𝘰𝘧 𝘦𝘭𝘦𝘤𝘵𝘳𝘪𝘤 𝘱𝘢𝘴𝘴𝘦𝘯𝘨𝘦𝘳 𝘷𝘦𝘩𝘪𝘤𝘭𝘦𝘴, 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘴𝘵𝘳𝘶𝘨𝘨𝘭𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘢 𝘭𝘰𝘸 𝘮𝘢𝘳𝘬𝘦𝘵 𝘴𝘩𝘢𝘳𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘉 𝘴𝘦𝘨𝘮𝘦𝘯𝘵. 𝘛𝘩𝘦𝘺 𝘦𝘯𝘫𝘰𝘺 𝘴𝘵𝘳𝘰𝘯𝘨 𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘊 𝘴𝘱𝘢𝘤𝘦, 𝘣𝘰𝘵𝘩 𝘥𝘰𝘮𝘦𝘴𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘢𝘯𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘮𝘢𝘳𝘬𝘦𝘵. 𝘏𝘰𝘸𝘦𝘷𝘦𝘳, 𝘦𝘊𝘢𝘳𝘊𝘰’𝘴 𝘴𝘢𝘭𝘦𝘴 𝘵𝘰 𝘴𝘮𝘢𝘭𝘭 𝘢𝘯𝘥 𝘮𝘦𝘥𝘪𝘶𝘮 𝘴𝘪𝘻𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴𝘦𝘴 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘦 𝘴𝘵𝘢𝘺𝘪𝘯𝘨 𝘧𝘢𝘳 𝘣𝘦𝘭𝘰𝘸 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴. 𝘛𝘩𝘦 𝘊𝘌𝘖 𝘩𝘢𝘴 𝘪𝘯𝘷𝘪𝘵𝘦𝘥 𝘺𝘰𝘶 𝘵𝘰 𝘩𝘦𝘭𝘱 𝘵𝘩𝘦𝘮 𝘰𝘶𝘵.

How would you approach this business problem?

When ready, check this video below where I present how to approach this problem.

BCG: Tips And Case Interview Examples

The Boston Consulting Group website  states something very important: the goal of the hiring process is to get to know you better, which means, in the context of Consulting interviews, understanding how you solve problems .

Remember this: in case interviews,  to show how you think is MUCH MORE IMPORTANT than to find an answer to the case .

As a result, you will have case study questions to showcase your problem-solving skills. Likewise, fit interviews have the same purpose: to show what problems you faced and how you resolved them.

  • BCG interview prep tips
  • BCG’s interactive case tool
  • BCG case interview example: climate change challenge
  • BCG case interview example: GenCo
  • BCG case interview example: FoodCo

strategy consulting case study examples

Check out the BCG Hub : A library of 20+ free resources that cover everything you need to secure a job offer at BCG.

Bain: Tips And Case Interview Examples

Bain & Company’s website highlights something very important: successful applicants manage to turn a case interview into a conversation between two consultants .

In other words, you don’t want to appear as a candidate but as a consultant !

To do this, you need to master the main problem-solving techniques that consulting firms want to see.

  • Bain interview prep tips here and here
  • Bain case interview examples: coffee , fashioco
  • Bain case interview sample videos: a first video , a second video

strategy consulting case study examples

Check out the Bain Hub : A library of 20+ free resources that cover everything you need to secure a job offer at Bain & Company.

Deloitte: Tips And Case Interview Examples

As for the BCG’s section above, the Deloitte website clearly states that in case interviews , it is much more important to show how you think and interact with your interviewer than to find the right answer to the case.

  • Deloitte interview prep tips
  • Deloitte case interview examples: here (more than 15 case interview examples)
  • Deloitte case interview example: Federal Agency
  • Deloitte case interview example: Recreation Unlimited
  • Deloitte case interview example: Federal benefits Provider
  • Deloitte case interview example: Federal Civil Cargo protection Bureau

Get 4 Complete Case Interview Courses For Free

strategy consulting case study examples

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

Oliver Wyman: Tips And Case Interview Examples

Like the Deloitte website, Oliver Wyman’s website points out that, above all,  you must demonstrate your ability to think in a structured, analytical, and creative way.

In other words, there are no right or wrong answers, but only showing how you solve problems matters.

  • Oliver Wyman interview prep tips
  • Oliver Wyman case interview examples: here (Aqualine) and here (Wumbleworld)

Kearney: Tips And Case Interview Examples

Now it’s time to tell you something you could have heard a hundred times.

Yet too many candidates do it.

Do NOT force your solution to adapt to a standard framework . As a result, this will only take you to a place you don’t want to go: the pool of rejected candidates .

To learn more about this, check the “What Not To Do” section on the AT Kearney website .

  • Kearney interview prep tips
  • Kearney case interview examples: here and here
  • Kearney case book: here

Strategy&: Interview Prep Tips

Strategy& doesn’t provide case study examples on its website, but it shares insights on career progression, which I recommend reading when you prepare for your fit interviews.

  • Strategy& interview prep tips

Roland Berger: Tips And Case Interview Examples

I like the examples of case studies presented on the Roland Berger website .

Because the two examples of case studies are very detailed and illustrate the kind of solutions your interviewers expect during case discussions.

  • Roland Berger interview prep tips
  • A first Roland Berger case interview example: part 1 and part 2
  • A second Roland Berger case interview example: part 1 and part 2

Alix Partners: Interview Prep Tips

Like Strategy&, Alix Partners doesn’t provide case study examples on its website.

However, they give an overview of what they are looking for: they want entrepreneurial, self-starter, and analytical candidates, which are skills that all consulting firms highly appreciate .

  • Alix Partners interview prep tips

OC&C: Interview Prep Tips

Here are two case study examples from OC&C:

  • Imported spirit
  • Leisure clubs

253 Case Studies From Business School Case Books

Most of these 253 case study examples are based on case interviews used by consulting firms in real job interviews .

As a result, you can have a good idea of the case study questions you can have when interviewing at these firms .

The Full List Of 253 Free Case Study Examples

  • Chicago business school
  • Australian Graduate School of Management
  • Columbia business school
  • Harvard business school
  • Wharton business school (2009)
  • Wharton busines school (2017)
  • Darden business school

Do you want to practice a specific type of case study? Now you can…

I have sorted this list of 253 case studies by type:  profitability, market expansion, industry analysis, pricing, investment or acquisition,  and guesstimates (also known as market sizing questions).

Full list of case study examples sorted by type

Bonus #1: Know The Types Of Cases You Are Likely To have During Your Interviews

  • Profitability cases (29% of cases from that list)
  • Investment cases (19% of cases from that list)
  • Market sizing questions (15% of cases from that list)

As a result, assuming you’ll have 6 interviews (and therefore 6 case interviews) during the recruitment process:

  • “Profitability cases are 29%”  means that chances to have 2 profitability case studies during your recruitment process are very high
  • “Investment cases are 19%”  means that chances to have 1 investment case study during your recruitment process are very high.
  • “ Guesstimates are 15%”  means that chances of having  1 market sizing question during your recruitment process are high.

Bonus #2: The 10 Cases I Recommend You Doing Now

Over 250 examples of case interviews are a great list, and you may not know where to start.

So, I’ve compiled a list of my 10 favorite case studies.

The 5 case studies I recommend doing if you are a BEGINNER

1. stern case book: drinks gone flat (starting at page 24).

This is a good introduction to a common type of case (declining sales here). I liked the solution presented for this case, particularly how it started by isolating declining sales (what range of products? Volumes or prices, or both?).

2. Stern case book: Sport bar (starting at page 46)

This is an investment case (should you invest in a new bar). Even if the solution presented in this case book is not MECE , it covers the most common quantitative questions you might have in such a case. I recommend doing this case.

3. Stern case book: MJ Wineries (starting at page 85)

This is a profitability case. I liked the solution presented in this case because it illustrates how specific good candidates should be. The case concerns wine, so a good candidate should mention the quality of lands and grapes as important factors.

4. AGSM case book: Piano tuners (starting at page 57)

This is a typical market sizing question. How to answer this type of question is a must-know before going to your interviews.

5. Darden case book: National Logistics (starting at page 49)

Again, this is a very common case (how to reduce costs). I liked the broad range of questions asked in this case, covering key skills assessed by consulting firms during case interviews: brainstorming skills (or creativity), quantitative skills, and business sense.

The 5 case studies I recommend if you are more ADVANCED in your preparation

1. stern: the pricing games (starting at page 55).

This case study asks you to help your client assess different business models. I liked this case because the range of issues to tackle is quite broad.

2. Wharton 2017: Engineer attrition at SLS Oil & Gas Services (starting at page 55)

I liked this case study because the case prompt is uncommon: your client has been facing a very high attrition rate among its population of Engineers. As a result, it’s very unlikely that your solution fits a well-known framework, and you’ll have to demonstrate your problem-solving skills by developing a specific solution.

3. Wharton 2017: Pharma Company Goes International, Outsources Benefits, Integrates New Technology (starting at page 95)

This case is about a client considering outsourcing a part of their activity. Even though I don’t know if this type of case study is very common, I had many case studies like this when I passed my interviews a few years ago. And I always found them difficult!

4. Insead: Gas retail case (starting at page 73)

The question in the problem statement is very broad, making this case difficult. So, only good candidates can have a structured case discussion here.

5. Darden: Fire Proof (starting at page 84)

This is a market entry case. Try to solve it by developing a structure as MECE as possible.

CareerInConsulting.com's Free Resources

Access my exclusive free training to help you prepare for your case interviews .

Besides, you can learn my step-by-step guide to answering market sizing questions .

You’ll get my formula to solve all market sizing questions.

Moreover, if you are a beginner, you can read my article on how to solve business cases (+ a 4-week prep plan to get case interview ready).

Also, check these 11 must-know frameworks to ace your case interviews.

Finally, you can read the articles in the blog section of my website.

That’s quite a list.

To complete this list, check this free case interview course , where you’ll find case questions recently asked in actual interviews.

Now, I’d like to hear from you.

Which key insights were new to you?

Or maybe I have missed something.

Either way, let me know by leaving a comment below.

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Five Case Studies of Transformation Excellence

Related Expertise: Organizational Culture , Business Strategy , Change Management

Five Case Studies of Transformation Excellence

November 03, 2014  By  Lars Fæste ,  Jim Hemerling ,  Perry Keenan , and  Martin Reeves

In a business environment characterized by greater volatility and more frequent disruptions, companies face a clear imperative: they must transform or fall behind. Yet most transformation efforts are highly complex initiatives that take years to implement. As a result, most fall short of their intended targets—in value, timing, or both. Based on client experience, The Boston Consulting Group has developed an approach to transformation that flips the odds in a company’s favor. What does that look like in the real world? Here are five company examples that show successful transformations, across a range of industries and locations.

VF’s Growth Transformation Creates Strong Value for Investors

Value creation is a powerful lens for identifying the initiatives that will have the greatest impact on a company’s transformation agenda and for understanding the potential value of the overall program for shareholders.

VF offers a compelling example of a company using a sharp focus on value creation to chart its transformation course. In the early 2000s, VF was a good company with strong management but limited organic growth. Its “jeanswear” and intimate-apparel businesses, although responsible for 80 percent of the company’s revenues, were mature, low-gross-margin segments. And the company’s cost-cutting initiatives were delivering diminishing returns. VF’s top line was essentially flat, at about $5 billion in annual revenues, with an unclear path to future growth. VF’s value creation had been driven by cost discipline and manufacturing efficiency, yet, to the frustration of management, VF had a lower valuation multiple than most of its peers.

With BCG’s help, VF assessed its options and identified key levers to drive stronger and more-sustainable value creation. The result was a multiyear transformation comprising four components:

  • A Strong Commitment to Value Creation as the Company’s Focus. Initially, VF cut back its growth guidance to signal to investors that it would not pursue growth opportunities at the expense of profitability. And as a sign of management’s commitment to balanced value creation, the company increased its dividend by 90 percent.
  • Relentless Cost Management. VF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its businesses through initiatives in sourcing, supply chain processes, and offshoring.
  • A Major Transformation of the Portfolio. To help fund its journey, VF divested product lines worth about $1 billion in revenues, including its namesake intimate-apparel business. It used those resources to acquire nearly $2 billion worth of higher-growth, higher-margin brands, such as Vans, Nautica, and Reef. Overall, this shifted the balance of its portfolio from 70 percent low-growth heritage brands to 65 percent higher-growth lifestyle brands.
  • The Creation of a High-Performance Culture. VF has created an ownership mind-set in its management ranks. More than 200 managers across all key businesses and regions received training in the underlying principles of value creation, and the performance of every brand and business is assessed in terms of its value contribution. In addition, VF strengthened its management bench through a dedicated talent-management program and selective high-profile hires. (For an illustration of VF’s transformation roadmap, see the exhibit.)

strategy consulting case study examples

The results of VF’s TSR-led transformation are apparent. 1 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. Notes: 1 For a detailed description of the VF journey, see the 2013 Value Creators Report, Unlocking New Sources of Value Creation , BCG report, September 2013. The company’s revenues have grown from $7 billion in 2008 to more than $11 billion in 2013 (and revenues are projected to top $17 billion by 2017). At the same time, profitability has improved substantially, highlighted by a gross margin of 48 percent as of mid-2014. The company’s stock price quadrupled from $15 per share in 2005 to more than $65 per share in September 2014, while paying about 2 percent a year in dividends. As a result, the company has ranked in the top quintile of the S&P 500 in terms of TSR over the past ten years.

A Consumer-Packaged-Goods Company Uses Several Levers to Fund Its Transformation Journey

A leading consumer-packaged-goods (CPG) player was struggling to respond to challenging market dynamics, particularly in the value-based segments and at the price points where it was strongest. The near- and medium-term forecasts looked even worse, with likely contractions in sales volume and potentially even in revenues. A comprehensive transformation effort was needed.

To fund the journey, the company looked at several cost-reduction initiatives, including logistics. Previously, the company had worked with a large number of logistics providers, causing it to miss out on scale efficiencies.

To improve, it bundled all transportation spending, across the entire network (both inbound to production facilities and out-bound to its various distribution channels), and opened it to bidding through a request-for-proposal process. As a result, the company was able to save 10 percent on logistics in the first 12 months—a very fast gain for what is essentially a commodity service.

Similarly, the company addressed its marketing-agency spending. A benchmark analysis revealed that the company had been paying rates well above the market average and getting fewer hours per full-time equivalent each year than the market standard. By getting both rates and hours in line, the company managed to save more than 10 percent on its agency spending—and those savings were immediately reinvested to enable the launch of what became a highly successful brand.

Next, the company pivoted to growth mode in order to win in the medium term. The measure with the biggest impact was pricing. The company operates in a category that is highly segmented across product lines and highly localized. Products that sell well in one region often do poorly in a neighboring state. Accordingly, it sought to de-average its pricing approach across locations, brands, and pack sizes, driving a 2 percent increase in EBIT.

Similarly, it analyzed trade promotion effectiveness by gathering and compiling data on the roughly 150,000 promotions that the company had run across channels, locations, brands, and pack sizes. The result was a 2 terabyte database tracking the historical performance of all promotions.

Using that information, the company could make smarter decisions about which promotions should be scrapped, which should be tweaked, and which should merit a greater push. The result was another 2 percent increase in EBIT. Critically, this was a clear capability that the company built up internally, with the objective of continually strengthening its trade-promotion performance over time, and that has continued to pay annual dividends.

Finally, the company launched a significant initiative in targeted distribution. Before the transformation, the company’s distributors made decisions regarding product stocking in independent retail locations that were largely intuitive. To improve its distribution, the company leveraged big data to analyze historical sales performance for segments, brands, and individual SKUs within a roughly ten-mile radius of that retail location. On the basis of that analysis, the company was able to identify the five SKUs likely to sell best that were currently not in a particular store. The company put this tool on a mobile platform and is in the process of rolling it out to the distributor base. (Currently, approximately 60 percent of distributors, representing about 80 percent of sales volume, are rolling it out.) Without any changes to the product lineup, that measure has driven a 4 percent jump in gross sales.

Throughout the process, management had a strong change-management effort in place. For example, senior leaders communicated the goals of the transformation to employees through town hall meetings. Cognizant of how stressful transformations can be for employees—particularly during the early efforts to fund the journey, which often emphasize cost reductions—the company aggressively talked about how those savings were being reinvested into the business to drive growth (for example, investments into the most effective trade promotions and the brands that showed the greatest sales-growth potential).

In the aggregate, the transformation led to a much stronger EBIT performance, with increases of nearly $100 million in fiscal 2013 and far more anticipated in 2014 and 2015. The company’s premium products now make up a much bigger part of the portfolio. And the company is better positioned to compete in its market.

A Leading Bank Uses a Lean Approach to Transform Its Target Operating Model

A leading bank in Europe is in the process of a multiyear transformation of its operating model. Prior to this effort, a benchmarking analysis found that the bank was lagging behind its peers in several aspects. Branch employees handled fewer customers and sold fewer new products, and back-office processing times for new products were slow. Customer feedback was poor, and rework rates were high, especially at the interface between the front and back offices. Activities that could have been managed centrally were handled at local levels, increasing complexity and cost. Harmonization across borders—albeit a challenge given that the bank operates in many countries—was limited. However, the benchmark also highlighted many strengths that provided a basis for further improvement, such as common platforms and efficient product-administration processes.

To address the gaps, the company set the design principles for a target operating model for its operations and launched a lean program to get there. Using an end-to-end process approach, all the bank’s activities were broken down into roughly 250 processes, covering everything that a customer could potentially experience. Each process was then optimized from end to end using lean tools. This approach breaks down silos and increases collaboration and transparency across both functions and organization layers.

Employees from different functions took an active role in the process improvements, participating in employee workshops in which they analyzed processes from the perspective of the customer. For a mortgage, the process was broken down into discrete steps, from the moment the customer walks into a branch or goes to the company website, until the house has changed owners. In the front office, the system was improved to strengthen management, including clear performance targets, preparation of branch managers for coaching roles, and training in root-cause problem solving. This new way of working and approaching problems has directly boosted both productivity and morale.

The bank is making sizable gains in performance as the program rolls through the organization. For example, front-office processing time for a mortgage has decreased by 33 percent and the bank can get a final answer to customers 36 percent faster. The call centers had a significant increase in first-call resolution. Even more important, customer satisfaction scores are increasing, and rework rates have been halved. For each process the bank revamps, it achieves a consistent 15 to 25 percent increase in productivity.

And the bank isn’t done yet. It is focusing on permanently embedding a change mind-set into the organization so that continuous improvement becomes the norm. This change capability will be essential as the bank continues on its transformation journey.

A German Health Insurer Transforms Itself to Better Serve Customers

Barmer GEK, Germany’s largest public health insurer, has a successful history spanning 130 years and has been named one of the top 100 brands in Germany. When its new CEO, Dr. Christoph Straub, took office in 2011, he quickly realized the need for action despite the company’s relatively good financial health. The company was still dealing with the postmerger integration of Barmer and GEK in 2010 and needed to adapt to a fast-changing and increasingly competitive market. It was losing ground to competitors in both market share and key financial benchmarks. Barmer GEK was suffering from overhead structures that kept it from delivering market-leading customer service and being cost efficient, even as competitors were improving their service offerings in a market where prices are fixed. Facing this fundamental challenge, Barmer GEK decided to launch a major transformation effort.

The goal of the transformation was to fundamentally improve the customer experience, with customer satisfaction as a benchmark of success. At the same time, Barmer GEK needed to improve its cost position and make tough choices to align its operations to better meet customer needs. As part of the first step in the transformation, the company launched a delayering program that streamlined management layers, leading to significant savings and notable side benefits including enhanced accountability, better decision making, and an increased customer focus. Delayering laid the path to win in the medium term through fundamental changes to the company’s business and operating model in order to set up the company for long-term success.

The company launched ambitious efforts to change the way things were traditionally done:

  • A Better Client-Service Model. Barmer GEK is reducing the number of its branches by 50 percent, while transitioning to larger and more attractive service centers throughout Germany. More than 90 percent of customers will still be able to reach a service center within 20 minutes. To reach rural areas, mobile branches that can visit homes were created.
  • Improved Customer Access. Because Barmer GEK wanted to make it easier for customers to access the company, it invested significantly in online services and full-service call centers. This led to a direct reduction in the number of customers who need to visit branches while maintaining high levels of customer satisfaction.
  • Organization Simplification. A pillar of Barmer GEK’s transformation is the centralization and specialization of claim processing. By moving from 80 regional hubs to 40 specialized processing centers, the company is now using specialized administrators—who are more effective and efficient than under the old staffing model—and increased sharing of best practices.

Although Barmer GEK has strategically reduced its workforce in some areas—through proven concepts such as specialization and centralization of core processes—it has invested heavily in areas that are aligned with delivering value to the customer, increasing the number of customer-facing employees across the board. These changes have made Barmer GEK competitive on cost, with expected annual savings exceeding €300 million, as the company continues on its journey to deliver exceptional value to customers. Beyond being described in the German press as a “bold move,” the transformation has laid the groundwork for the successful future of the company.

Nokia’s Leader-Driven Transformation Reinvents the Company (Again)

We all remember Nokia as the company that once dominated the mobile-phone industry but subsequently had to exit that business. What is easily forgotten is that Nokia has radically and successfully reinvented itself several times in its 150-year history. This makes Nokia a prime example of a “serial transformer.”

In 2014, Nokia embarked on perhaps the most radical transformation in its history. During that year, Nokia had to make a radical choice: continue massively investing in its mobile-device business (its largest) or reinvent itself. The device business had been moving toward a difficult stalemate, generating dissatisfactory results and requiring increasing amounts of capital, which Nokia no longer had. At the same time, the company was in a 50-50 joint venture with Siemens—called Nokia Siemens Networks (NSN)—that sold networking equipment. NSN had been undergoing a massive turnaround and cost-reduction program, steadily improving its results.

When Microsoft expressed interest in taking over Nokia’s device business, Nokia chairman Risto Siilasmaa took the initiative. Over the course of six months, he and the executive team evaluated several alternatives and shaped a deal that would radically change Nokia’s trajectory: selling the mobile business to Microsoft. In parallel, Nokia CFO Timo Ihamuotila orchestrated another deal to buy out Siemens from the NSN joint venture, giving Nokia 100 percent control over the unit and forming the cash-generating core of the new Nokia. These deals have proved essential for Nokia to fund the journey. They were well-timed, well-executed moves at the right terms.

Right after these radical announcements, Nokia embarked on a strategy-led design period to win in the medium term with new people and a new organization, with Risto Siilasmaa as chairman and interim CEO. Nokia set up a new portfolio strategy, corporate structure, capital structure, robust business plans, and management team with president and CEO Rajeev Suri in charge. Nokia focused on delivering excellent operational results across its portfolio of three businesses while planning its next move: a leading position in technologies for a world in which everyone and everything will be connected.

Nokia’s share price has steadily climbed. Its enterprise value has grown 12-fold since bottoming out in July 2012. The company has returned billions of dollars of cash to its shareholders and is once again the most valuable company in Finland. The next few years will demonstrate how this chapter in Nokia’s 150-year history of serial transformation will again reinvent the company.

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Strategic Plan Examples: Case Studies and Free Strategic Planning Template

By Anthony Taylor - May 29, 2023

strategy consulting case study examples

As you prepare for your strategic planning process, it's important to explore relevant strategic plan examples for inspiration.

In today's competitive business landscape, a well-defined strategic plan holds immense significance. Whether you're a private company, municipal government, or nonprofit entity, strategic planning is essential for achieving goals and gaining a competitive edge. By understanding the strategic planning process, you can gain valuable insights to develop an effective growth roadmap for your organization.

In this blog, we will delve into real-life examples of strategic plans that have proven successful. These examples encompass a wide range of organizations, from Credit Unions that have implemented SME Strategy's Aligned Strategy process to the Largest Bank in Israel. By examining these cases, we can gain a deeper understanding of strategic planning and extract relevant insights that can be applied to your organization.

  • Strategic Plan Example (Global Financial Services Firm)
  • Strategic Plan Example (Joint Strategic Plan)
  • Strategic Plan Example: (Government Agency)
  • Strategic Plan Example (Multinational Corporation)
  • Strategic Plan Example: (Public Company)
  • Strategic Plan Example (Non Profit)
  • Strategic Plan Example: (Small Nonprofit)
  • Strategic Plan example: (Municipal Government)
  • Strategic Plan Example: (Environmental Start-up)  

When analyzing strategic plan examples, it is crucial to recognize that a strategic plan goes beyond being a mere document. It should encapsulate your organization's mission and vision comprehensively while also being actionable. Your strategic plan needs to be tailored to your organization's specific circumstances, including factors such as size, industry, budget, and personnel. Simply replicating someone else's plan will not suffice.

Have you ever invested significant time and resources into creating a plan, only to witness its failure during execution? We believe that a successful strategic plan extends beyond being a static document. It necessitates meticulous follow-through, execution, documentation, and continuous learning. It serves as the foundation upon which your future plans are built.

It is important to note that a company's success is not solely determined by the plan itself, but rather by how effectively it is executed. Our intention is to highlight the diverse roles that a company's mission, vision, and values play across different organizations, whether they are large corporations or smaller nonprofits.

Strategic plans can vary in terms of their review cycles, which can range from annual evaluations to multi-year periods. There is no one-size-fits-all example of a strategic plan, as each organization possesses unique needs and circumstances that must be taken into account.

Strategic planning is an essential process for organizations of all sizes and types. It assists in setting a clear direction, defining goals, and effectively allocating resources. To gain an understanding of how strategic plans are crafted, we will explore a range of examples, including those from private companies, nonprofit organizations, and government entities.

Throughout this exploration, we will highlight various frameworks and systems employed by profit-driven and nonprofit organizations alike, providing valuable insights to help you determine the most suitable approach for your own organization.

Watch: Examples of Strategic Plans from Real-Life Organizations 

Strategic Plan Example  - The Bank Hapoalim Vision:  To be a leading global financial services firm, with its core in Israel, focused on its clients and working to enhance their financial freedom.

Bank Hapoalim, one of Israel's largest banks with 8,383 branches across 5 different countries as of 2022, has recently provided insights into its latest strategic plan. The plan highlights four distinct strategic priorities:

  • Continued leadership in corporate banking and capital markets
  • Adaptation of the retail banking operating model
  • Resource optimization and greater productivity
  • Differentiating and influential innovation

Check out their strategic plan here: Strategic Plan (2022-2026)

We talked to Tagil Green, the Chief Strategy Officer at Bank Hapoalim, where we delved into various aspects of their strategic planning process. We discussed the bank's strategic planning timeline, the collaborative work they engaged in with McKinsey, and the crucial steps taken to secure buy-in and ensure successful implementation of the strategy throughout the organization. In our conversation, Tagil Green emphasized the understanding that there is no universal template for strategic plans. While many companies typically allocate one, two, or three days for strategic planning meetings during an offsite, Bank Hapoalim recognized the significance of their size and complexity. As a result, their strategic plan took a comprehensive year-long effort to develop. How did a Large Global Organization like Bank Hapoalim decide on what strategic planning timeline to follow?

"How long do you want to plan? Some said, let's think a decade ahead. Some said it's irrelevant. Let's talk about two years ahead. And we kind of negotiated into the like, five years ahead for five years and said, Okay, that's good enough, because some of the complexity and the range depends on the field that you work for. So for banking in Israel, four or five years ahead, is good enough. "  Tagil Green, Chief Strategy Officer, Bank Hapoalim 

Another important aspect you need to consider when doing strategic planning is stakeholder engagement, We asked Tagil her thoughts and how they conducted stakeholder engagement with a large employee base.

Listen to the Full Conversation with Tagil:

Strategic Planning and Execution: Insights from the Chief Strategy Officer of Israel's Leading Bank

Strategic Plan Example: Region 16 and DEED (Joint Strategic Plan)

Mission Statement: We engage state, regional, tribal, school, and community partners to improve the quality and equity of education for each student by providing evidence-based services and supports.

In this strategic plan example, we'll explore how Region 16 and DEED, two government-operated Educational Centers with hundreds of employees, aligned their strategic plans using SME Strategy's approach . Despite facing the challenges brought on by the pandemic, these organizations sought to find common ground and ensure alignment on their mission, vision, and values, regardless of their circumstances.

Both teams adopted the Aligned Strategy method, which involved a three day onsite strategic planning session facilitated by a strategic planning facilitator . Together, they developed a comprehensive 29-page strategic plan outlining three distinct strategic priorities, each with its own objectives and strategic goals. Through critical conversations, they crafted a clear three year vision, defined their core customer group as part of their mission, refined their organizational values and behaviors, and prioritized their areas of focus.

After their offsite facilitation, they aligned around three key areas of focus:

  • Effective Communication, both internally and externally.
  • Streamlining Processes to enhance efficiency.
  • Developing Effective Relationships and Partnerships for mutual success.

By accomplishing their goals within these strategic priorities, the teams from Region 16 and DEED aim to make progress towards their envisioned future.

To read the full review of the aligned strategy process click here

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Strategic Plan Example: (Government Agency) - The City of Duluth Workforce Development Board

What they do:

The Duluth Workforce Development Board identifies and aligns workforce development strategies to meet the needs of Duluth area employers and job seekers through comprehensive and coordinated systems.

An engaged and diverse workforce, where all individuals, regardless of background, have or are on a path to meaningful employment and a family sustaining wage, and all employers are able to fill jobs in demand.

The City of Duluth provides an insightful example of a strategic plan focused on regional coordination to address workforce needs in various industry sectors and occupations. With multiple stakeholders involved, engaging and aligning them becomes crucial. This comprehensive plan, spanning 82 pages, tackles strategic priorities and initiatives at both the state and local levels.

What sets this plan apart is its thorough outline of the implementation process. It covers everything from high-level strategies to specific meetings between different boards and organizations. Emphasizing communication, coordination, and connectivity, the plan ensures the complete execution of its objectives. It promotes regular monthly partner meetings, committee gatherings, and collaboration among diverse groups. The plan also emphasizes the importance of proper documentation and accountability throughout the entire process.

By providing a clear roadmap, the City of Duluth's strategic plan effectively addresses workforce needs while fostering effective stakeholder engagement . It serves as a valuable example of how a comprehensive plan can guide actions, facilitate communication, and ensure accountability for successful implementation.

Read this strategic plan example here: Strategic Plan (2021-2024)

Strategic Plan Example: McDonald's (Multinational Corporation)

McDonald's provides a great strategic plan example specifically designed for private companies. Their "Velocity Growth Plan" covers a span of three years from 2017 to 2020, offering a high-level strategic direction. While the plan doesn't delve into specific implementation details, it focuses on delivering an overview that appeals to investors and aligns the staff. The plan underscores McDonald's commitment to long-term growth and addressing important environmental and societal challenges. It also highlights the CEO's leadership in revitalizing the company and the active oversight provided by the Board of Directors.

The Board of Directors plays a crucial role in actively overseeing McDonald's strategy. They engage in discussions about the Velocity Growth Plan during board meetings, hold annual strategy sessions, and maintain continuous monitoring of the company's operations in response to the ever-changing business landscape.

The McDonald's strategic plan revolved around three core pillars:

  • Retention: Strengthening and expanding areas of strength, such as breakfast and family occasions.
  • Regain: Focusing on food quality, convenience, and value to win back lost customers.
  • Convert: Emphasizing coffee and other snack offerings to attract casual customers.

These pillars guide McDonald's through three initiatives, driving growth and maximizing benefits for customers in the shortest time possible.

Read the strategic plan example of Mcdonlald's Velocity growth plan (2017-2020)

Strategic Plan Example: Nike (Public Company)

Nike's mission statement is “ to bring inspiration and innovation to every athlete in the world .”  

Nike, as a publicly traded company, has developed a robust global growth strategy outlined in its strategic plan. Spanning a five-year period from 2021 to 2025, this plan encompasses 29 strategic targets that reflect Nike's strong commitment to People, Planet, and Pay. Each priority is meticulously defined, accompanied by tangible actions and measurable metrics. This meticulous approach ensures transparency and alignment across the organization.

The strategic plan of Nike establishes clear objectives, including the promotion of pay equity, a focus on education and professional development, and the fostering of business diversity and inclusion. By prioritizing these areas, Nike aims to provide guidance and support to its diverse workforce, fostering an environment that values and empowers its employees.

Read Nike's strategic plan here

Related Content: Strategic Planning Process (What is it?)

The Cost of Developing a Strategic Plan (3 Tiers)

Strategic Plan Example (Non Profit) - Alternatives Federal Credit Union

Mission: To help build and protect wealth for people with diverse identities who have been historically marginalized by the financial industry, especially those with low wealth or identifying as Black, Indigenous, or people of color.

AFCU partnered with SME Strategy in 2021 to develop a three year strategic plan. As a non-profit organization, AFCU recognized the importance of strategic planning to align its team and operational components. The focus was on key elements such as Vision, Mission, Values, Priorities, Goals, and Actions, as well as effective communication, clear responsibilities, and progress tracking.

In line with the Aligned Strategy approach, AFCU developed three strategic priorities to unite its team and drive progress towards their vision for 2024. Alongside strategic planning, AFCU has implemented a comprehensive strategy implementation plan to ensure the effective execution of their strategies.

Here's an overview of AFCU's 2024 Team Vision and strategic priorities: Aligned Team Vision 2024:

To fulfill our mission, enhance efficiency, and establish sustainable community development approaches, our efforts will revolve around the following priorities: Strategic Priorities:

Improving internal communication: Enhancing communication channels and practices within AFCU to foster collaboration and information sharing among team members.

Improving organizational performance: Implementing strategies to enhance AFCU's overall performance, including processes, systems, and resource utilization.

Creating standard operating procedures: Developing standardized procedures and protocols to streamline operations, increase efficiency, and ensure consistency across AFCU's activities.

By focusing on these strategic priorities, AFCU aims to strengthen its capacity to effectively achieve its mission and bring about lasting change in its community. Watch the AFCU case study below:

Watch the Full Strategic Plan Example Case Study with the VP and Chief Strategy Officer of AFCU

Strategic Plan Example: (Small Nonprofit) - The Hunger Project 

Mission: To end hunger and poverty by pioneering sustainable, grassroots, women-centered strategies and advocating for their widespread adoption in countries throughout the world.

The Hunger Project, a small nonprofit organization based in the Netherlands, offers a prime example of a concise and effective three-year strategic plan. This plan encompasses the organization's vision, mission, theory of change, and strategic priorities. Emphasizing simplicity and clarity, The Hunger Project's plan outlines crucial actions and measurements required to achieve its goals. Spanning 16 pages, this comprehensive document enables stakeholders to grasp the organization's direction and intended impact. It centers around three overarching strategic goals, each accompanied by its own set of objectives and indicators: deepening impact, mainstreaming impact, and scaling up operations.

Read their strategic plan here  

Strategic Plan example: (Municipal Government)- New York City Economic Development Plan 

The New York City Economic Development Plan is a comprehensive 5-year strategic plan tailored for a municipal government. Spanning 68 pages, this plan underwent an extensive planning process with input from multiple stakeholders. 

This plan focuses on the unique challenges and opportunities present in the region. Through a SWOT analysis, this plan highlights the organization's problems, the city's strengths, and the opportunities and threats it has identified. These include New York's diverse population, significant wealth disparities, and high demand for public infrastructure and services.

The strategic plan was designed to provide a holistic overview that encompasses the interests of a diverse and large group of business, labor, and community leaders. It aimed to identify the shared values that united its five boroughs and define how local objectives align with the interests of greater New York State. The result was a unified vision for the future of New York City, accompanied by a clear set of actions required to achieve shared goals.

Because of its diverse stakeholder list including; council members, local government officials, and elected representatives, with significant input from the public, their strategic plan took 4 months to develop. 

Read it's 5 year strategic plan example here

Strategic Plan Example: Silicon Valley Clean Energy

Silicon Valley Clean Energy provides a strategic plan that prioritizes visual appeal and simplicity. Despite being in its second year of operation, this strategic plan example effectively conveys the organization's mission and values to its Board of Directors. The company also conducts thorough analyses of the electric utility industry and anticipates major challenges in the coming years. Additionally, it highlights various social initiatives aimed at promoting community, environmental, and economic benefits that align with customer expectations.

"This plan recognizes the goals we intend to accomplish and highlights strategies and tactics we will employ to achieve these goals. The purpose of this plan is to ensure transparency in our operations and to provide a clear direction to staff about which strategies and tactics we will employ to achieve our goals. It is a living document that can guide our work with clarity and yet has the flexibility to respond to changing environments as we embark on this journey." Girish Balachandran CEO, Silicon Valley Clean Energy

This strategic plan example offers flexibility in terms of timeline. It lays out strategic initiatives for both a three-year and five-year period, extending all the way to 2030. The plan places emphasis on specific steps and targets to be accomplished between 2021 and 2025, followed by goals for the subsequent period of 2025 to 2030. While this plan doesn't go into exhaustive detail about implementation steps, meeting schedules, or monitoring mechanisms, it effectively communicates the organization's priorities and desired long term outcomes. Read its strategic plan example here

By studying these strategic plan examples, you can create a strategic plan that aligns with your organization's goals, communicates effectively, and guides decision-making and resource allocation. Strategic planning approaches differ among various types of organizations.

Private Companies: Private companies like McDonald's and Nike approach strategic planning differently from public companies due to competitive market dynamics. McDonald's provides a high-level overview of its strategic plan in its investor overview.

Nonprofit Organizations: Nonprofit organizations, like The Hunger Project, develop strategic plans tailored to their unique missions and stakeholders. The Hunger Project's plan presents a simple yet effective structure with a clear vision, mission, theory of change, strategic priorities, and action items with measurable outcomes.

Government Entities: Government entities, such as the New York City Development Board, often produce longer, comprehensive strategic plans to guide regional or state development. These plans include implementation plans, stakeholder engagement, performance measures, and priority projects.

When creating a strategic plan for your organization, consider the following key points:

Strategic Priorities: Define clear strategic priorities that are easy to communicate and understand.

Stakeholder Engagement: Ensure your plan addresses the needs and interests of your stakeholders.

Measurements: Include relevant measurements and KPIs, primarily for internal use, to track, monitor and report your progress effectively.

Conciseness vs. Thoroughness: Adapt the level of detail in your plan based on the size of your organization and the number of stakeholders involved.

By learning from these examples, you can see that developing a strategic plan should be a process that fits your organization, effectively communicates your goals, and provides guidance for decision-making and resource allocation. Remember that strategic planning is an ongoing process that requires regular review and adjustment to stay relevant and effective.

Need assistance in maximizing the impact of your strategic planning? Learn how our facilitators can lead you through a proven process, ensuring effectiveness, maintaining focus, and fostering team alignment.

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Increased Revenue by 100% and Building a Robust Pipeline

Martin Krumbein increased his revenue by 100 percent through the marketing, content creation, and pricing strategies he learned at Consulting Success®.

Looking for a Better Pipeline

Martin Krumbein is a strategy execution consultant for mid-sized organizations in Germany. Through his organization, onTarget, he helps leaders implement growth strategies by focusing on the key drivers of success in order to achieve their sales and earnings goals.

As he explained, “I started my business three years ago. I had some existing clients from my corporate career, but I soon recognized the need to grow my business in order to make it sustainable. Somehow, I had to develop other approaches that would get more leads and more requests from potential customers regarding consulting engagements.”

At the same time, he knew his pricing structure needed work. He was charging a daily rate, but his fees were too low to make the business scalable. He knew he needed to shift from charging people for his time to charging them for the value he was delivering. After all, his strategy execution advice was delivering huge benefits for the bottom line of his client companies. Somehow, he had to market the value he was delivering more effectively.

Charging for Value Instead of Time

Martin became aware of Consulting Success® through our Consulting Success System 2.0 book, which inspired him to take one of our online courses. Through the book and online course, he began to make some small adjustments to his business, testing out easy strategies for new customer acquisition, and the outcome was positive enough that he knew he wanted to dive deeper. That brought him to our coaching program.

One of the most important strategies he learned during his time at Consulting Success® was how to create and manage his sales pipeline. As he said, “We’ve been working very intensely on my sales pipeline to create a rhythm so I’m in touch with people in the pipeline on a more consistent basis.” He also gained clarity on the value and benefits he was providing customers, so he could restructure his pricing in a way that was more profitable. He learned how to communicate that value to his target audience through consistent content that was easy to produce, such as case studies, which he began to share on his blog.

Increased Income by 100 Percent

In short order, Martin was able to close two retainers under his new fee structure. In the end, as a result of the strategies he learned from Consulting Success®, he increased his revenue by 100 percent, and he now has a healthy pipeline of new projects.

As Martin put it, “Michael and Sam provided me with new perspectives on my business which I could not have gotten on my own. Their strategies have been very valuable in helping me develop my marketing system, manage my pipeline, and restructure by pricing. I benefit from every contact I have with those guys.”

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S T R E E T OF W A L L S

Consulting case study types.

In the previous chapter , we described some well-known frameworks for evaluating companies and industries—frameworks that are important in Management Consulting Case Studies, and can broadly be applied to many different types of Consulting Business Situation Cases . We also described a number of analytical techniques that frequently come up in Business Situation Cases. In this chapter we’ll take a deeper look into common types of Business Situation Cases, evaluating the core concepts in them and the methodologies for approaching them (using ideas from the frameworks from the previous chapter to help us organize our approach, and the analytical techniques from the previous chapter to help us drive to an answer).

Each of these Case Study categories occurs very frequently in Management Consulting Case Study interviews, so you should be familiar with the basic issues that tend to occur over and over when they come up. In short, you should practice each of these Case types multiple times until you feel confident that you could a new Case of this type in a live interview.

Here are the eight primary types of Business Situation Case Studies as we see them:

Profitability Optimization

Pricing optimization, industry landscape & competitor dynamics, new product or project, growth plan/strategy, market entry or expansion, merger/acquisition/joint venture, start-up/early-stage venture.

Note that in most situations, a given Case will lend itself to several different categories. In the discussion below, we will attempt to enumerate the different combinations of Case Study situations that tend to occur together in the same Case.

In both good and bad economies, companies continually seek to optimize their Revenue model and their Cost structure.  The goal, ultimately, is for the company to use Invested Capital as efficiently as possible.

The two core components of a Profitability Optimization case are a Cost Assessment and a Revenue Assessment. Sometimes, only one of the two will be required for the Case. Note that Profitability Optimization situations often arise as part of a Case Study of another type—for example, in a Case Study involving pressures from competitors or substitute products, you may need to assess and optimize the Company’s Cost structure to determine it is competitive. Or, it could be that the case revolves around the Company’s Cost structure optimization, the job candidate may need to perform some qualitative analysis of the competitor or supplier landscape.  As you can see, a variation on Profitability Optimization can arise as part of many different Business Situation Cases.

Whenever Profitability Optimization is a key issue, the interviewer will usually highlight that profitability has been declining (or is projected to decline) and the Case will involve identifying the sources of the decline and potentially how to reverse or obviate it.

Example Case Situations

  • The client is a low-cost airline based in Singapore, serving 24 destinations in the Southeast Asian market.  The Airline’s profitability was strong until 2010 and has since seen a declining trend and is now only just barely profitable.  The CEO would like you to determine what is causing the profitability decline and suggest a strategy to reverse this trend.
  • The client is a market-leading, niche ski equipment manufacturer based in Colorado. Profitability has remained steady but the CEO has noticed from reading industry annual reports that two publicly-listed competing ski equipment manufacturers have meaningfully higher profit margins and have also been increasing their top line (Revenue). The CEO would like to understand the drivers of these differences.

Note that both of these Cases would involve some degree of Market Landscape/Competitor Dynamics analysis in addition to Profitability Optimization.

Core Concepts and Structure

Scenario: The client has determined that profitability margins have been (or are projected to be declining) and has requested that you analyze the causes of this decline and put forth recommendations to reverse it.

Expense Analysis

  • Gather current expense breakdown and historical expense breakdown (this question alone will only help to get you towards the key focus area, as the interviewer will only have so much information).
  • Identify the “bang” areas (this is Consultant lingo for expense areas that account for a large percent of the total).
  • Analyze the key Fixed and Variable expense components and identify any meaningful changes in expense areas.
  • Fixed Expenses might include overhead, fixed equipment expenses or depreciation, distribution, rent, and/or interest
  • Variable Expenses might include raw materials, labor, sales, and/or distribution costs
  • Request information on competitor Cost structures from the interviewer to see where the company’s Cost structure may be inefficient.
  • Assess whether any expense areas could be cut with minimal or no impact on sales.

Revenue/Sales Analysis

  • Gather as detailed of information as possible on current sales volumes and pricing and historical volumes and pricing. Use this information to determine growth rates.
  • Identify the “bang” areas (consultant lingo for revenue streams that account for a large percent of the total, and/or a large percentage of the growth in the total).
  • Analyze the key product areas and identify any meaningful changes in volumes and prices.
  • Request information on competitor Revenue models (volume and pricing) from the interviewer to see where the company is potentially missing profitable business activity.
  • Assess whether any changes could be made to improve overall Revenue or Revenue per unit sold.
  • Pricing change suggestions/analysis (e.g., factors behind price elasticity; see Pricing Optimization Case descriptions below)
  • Volume assessment and ways to improve volumes
  • Identify changing customer desires/demands and respond accordingly.
  • Invest in and/or reformulate marketing strategy.
  • Expand distribution channels.
  • Expand sales force or customer service.
  • Expand production capacity.
  • Expand product/service portfolio (see New Product or Project, Growth Plan/Strategy, and Market Entry or Expansion Case descriptions below).
  • Make an acquisition or enter into a joint venture.
  • Assess which products/divisions might have the largest growth opportunities and allocate investments accordingly.
  • What would customers be willing to pay if Facebook shifted to a subscription model (we heard that this Case was conducted by the San Francisco office of a major Consulting firm recently, though the client being analyzed was not Facebook)?
  • A long-stay hotel chain would like to maximize profitability by determining the optimal pricing for different lengths of stays and types of rooms.
  • An online movie-streaming company is seeking to select the optimal price mix for its product offering in order to maximize profitability.

Like Profitability Optimization, this is a type of Case Study in which many of the other Case Study types might be relevant (for example, Industry Landscape, Competitor Dynamics, Growth Plan/Strategy, etc.)

Scenario: The client is deciding how to set prices so as to maximize profitability.

  • Competitor/substitute pricing is the key element here—particularly if there is no major differentiation or benefit to the client’s products relative to substitutes.
  • Price of substitute products/services
  • Is the product sufficiently different to justify a higher price? (This points to the threat of substitutes.)
  • Customer loyalty/lock-in (as an example: many lower-priced colas have failed to successfully compete against Coca-Cola due to consumer brand loyalty)
  • Remember to ask about: Price Elasticity, Price Elasticity, Price Elasticity!
  • Interviewers will often give you sufficient information to assess the impact on volume with a price adjustment and expect you to make the calculation.
  • The higher the absolute value of Demand Elasticity (i.e., the more volume decreases when prices increase), the more likely it is that a price reduction would be beneficial. Likewise, the lower the absolute value of Demand Elasticity (i.e., volume barely decreases when prices increase), the more likely it is that a price increase would be beneficial.
  • Expense-driven pricing analysis
  • What is the fully-loaded cost for the client to produce the product or offer the service? How does this compare to the price?
  • How does client’s fully-loaded cost compare with competitor pricing?
  • Note: In situations in which the client’s cost is higher than the competitor price , it is usually a good recommendation to exit this product or service unless it can be demonstrated that:
  • There is a clear path to reduce client production costs, or
  • The competitor price is temporary and unsustainable.
  • Customer-driven pricing analysis
  • How much would customers be willing to pay for this product?  (You are not expected to be able to answer such questions, but ideas on how you might approach such questions are important—for example, running a survey, looking at applicable Case examples, looking at pricing structures for comparable products, etc.)
  • What is the current state of demand and supply for the product or service (for example: would an increase in the number of orange juice manufacturers and orange tree groves be putting significant pressure on orange juice prices)?
  • What are the alternatives for the customer and the relevant prices? I.e., is the threat of substitutes substantial or can it be mitigated?
  • A client is a large nutrition, health & wellness Company and is considering divesting its non-core infant foods subsidiary in order to free up capital to invest in higher growing industries.  The CEO would like you to assess the industry landscape of the infant foods business in Western Europe.
  • A client is a global financial services firm that is considering allocating more resources to the facilitation of electronic fund transfers globally.  The CEO wants to better understand the market landscape and develop a strategic plan to increase the Company’s share of the market.

Scenario: The client wants you to understand and assess an industry (this often overlaps with Market Entry, New Product or Project, or Growth Plan/Strategy Cases, described in more detail below).  Usually, the goal is to assess the characteristics of an industry and to determine whether or not it is an attractive industry to enter, to ramp up, or potentially to exit.

  • Market/Industry Landscape
  • Current market size
  • Projected market growth
  • Customer mix (a.k.a. Customer Segmentation )
  • Industry-wide profitability
  • Mergers & Acquisitions activity in the industry
  • Competitive Advantage/ Barriers to Entry
  • Supply chain: who are the key suppliers to the industry? (Assess this only if relevant)
  • Brand loyalty
  • Technology, regulatory issues, or other key topics relevant to the market
  • Competitor Dynamics
  • Key competitors in the market and their strategies
  • Current market shares and shares over time
  • Used to derive Market Concentration (i.e., what portion of the market is served by the top 3/5/10 companies in the market?)
  • Product/service differences among competitors
  • Any recent moves/threats by a key player to the market or a new entrant?
  • A client is a durable consumer equipment manufacturer attempting to develop a “green” washing machine that employs special technology, resulting in 60% less water use and cleaning 10% more effectively than standard washing machines.  The CEO would like help to determine the product’s market potential and the strategy to bring it to market.
  • A client is a pharmaceutical company that is engaged in Research & Development on a drug that would both lower cholesterol and reduce obesity (i.e., help in significant weight loss).  The CEO would like to know whether this drug would gain traction, and if so, what is the potential market size and the optimal price for such a drug.

Once again, this is a type of Case Study where many of the other Case categories might be relevant (Industry Landscape, Competitor Dynamics, Growth Plan/Strategy, Market Entry or Expansion, etc.). Note that such cases could also involve decisions such as the purchase of a major information technology system (in this case, many of the acquisition concepts could be applied).  It could also involve the assessment of a new investment project, such as the development of a new major manufacturing or sales facility.

Scenario: The client is developing a new product and would like your assessment of the feasibility of this product. Would the product be profitable and beneficial in the marketplace?

  • Product Snapshot (Less relevant for New Project cases)
  • Will the client have any competitive advantage that prevents competitor entry (such as a patent or a way to lock in customers) once the client has unveiled the new product?
  • How is the client’s product different from and/or better than competing products? What are the substitute products?
  • Pros and cons of client product (for example, environmental and social considerations)
  • Is there a risk that that the new product will cannibalize another of the client’s products?
  • Customer Strategy (Less relevant for New Project cases)
  • What is the appropriate customer mix to target? How does this affect profitability and marketing strategy?
  • What are the distribution channels? Can the client use its existing distribution channels?
  • What is the methodology/strategy to attract customers to try the product and potentially switch?
  • What is the methodology/strategy to retain newly acquired customers?
  • Market Entry Strategy (Mostly less relevant for New Project cases)
  • Competitive advantages/ Barriers to Entry
  • Approach to entering (Acquisition or enter organically?)
  • Time/investment required to enter market
  • Product pricing strategy
  • Technology, regulatory or other risks to entering this market
  • Market Landscape
  • Future market growth
  • Current customer and product mix
  • Key competitors in the market, their strategy, Market Shares (current and historically over time), product differences and potential response to client’s actions
  • Product/Project Funding
  • Does the projected profit justify the required the Research and Development expenditure, the initial capital requirements, and any ongoing investment needs?
  • What is the Opportunity Cost of the required funding?
  • What is the required financing and how is the Research & Development being financed?
  • Will the project result in Economies of Scale (i.e., cost reductions for increased production) elsewhere in the company? (Less relevant for New Product cases)
  • The client is a German carpet manufacturer that has seen sales decline dramatically in its North American operation.  The client would like you to help it develop a strategic plan for sales growth in North America and to determine the root causes of the sales decline.
  • The client is a surf apparel Company that has three stores on the West Coast of the United States and is looking to grow its store base significantly across the continent.  The CEO would like help designing a store rollout strategy across North America.

Yet again, this is a type of Case Study where many of the other Case categories might be relevant (Industry Landscape, Competitor Dynamics, New Product or Project, Market Entry or Expansion, etc.)

Scenario: The client is seeking to grow its business, whether it involves growing a certain product’s sales, growing in a certain geographical region, increasing total sales, etc.

  • Ways to increase number of units sold
  • Optimize prices (See description of Pricing Optimization above)
  • Increase share of wallet (fancy term used by Consultants to mean that the client captures more of a typical customer’s spending in a particular area than it previously did; analogous to Market Share )
  • Determine which products/divisions have the largest growth opportunities and allocate investments accordingly
  • Identify changing customer preferences/demands and respond accordingly
  • Invest in and/or reformulate marketing strategy
  • Investigate means and requirements to expand distribution channels
  • Investigate means and requirements to expand capacity
  • Investigate means and requirements to expand sales force / customer service
  • Investigate means and requirements to expand product/service portfolio (see description of Market Entry or Expansion below)
  • Make an acquisition or enter into a joint venture (see description of Merger/Acquisition/Joint Venture below)
  • Always drive towards Profitable Growth : in any growth case, be sure to discuss this issue. Growing Revenue in and of itself is usually not a good outcome if the Costs of the growth exceed the Revenue, or if there were other growth opportunities that would have yielded a higher return on investment but are mutually exclusive (see Opportunity Cost).
  • The client is an online yoga apparel retailer looking to enter the European market. The CEO would like help in formulating an entry strategy.
  • A high-end watch manufacturer has developed a high quality watch called the “outdoors” watch in order to attract the wealthy, younger audience.  The CEO would like to develop a strategy to attract this customer segment.

This category of Case Study frequently overlaps with several other Case categories (Industry Landscape, Competitor Dynamics, New Product or Project, Growth Plan/Strategy, etc.)

Scenario: A client is seeking to expand or enter into a new market, whether it be a new geographical region or an additional customer segment.

  • Competitive advantage/ Barriers to Entry
  • Entry Strategy
  • Approach to entering (acquisition or enter organically?)
  • Customer mix/segmentation
  • Your client is a European online white goods retailer that is considering acquiring a North American online furniture retailer.
  • Your client is a U.S. specialty chemical producer that is considering acquiring a regional specialty chemical producer in Indonesia.

As you might expect by now, this is a type of case where many of the other case segments are relevant. In particular, Merger/Acquisition/JV activity often represents one method of implementing a Growth Plan/Strategy, a New Product or Project, or a Market Entry or Expansion.

Scenario: The client is considering either acquiring a company or entering into a Joint Venture, driven by many potential factors such as wanting to increase market share, widen product portfolio, take out a potential competitive threat, etc.

Important: For this Case type, you should ask questions as to why the Company is contemplating such an action . The responses to these questions can help steer you to the right analysis, as the responses will often indicate what the key considerations behind the acquisition/JV are from the client’s perspective. Thus you should perform a standard Merger/Acquisition/JV analysis as outlined below, but then generally pivot to the right framework for analyzing the business scenario from the aforementioned categories, depending on the situation.

  • Evaluate price to acquire (use back-of-the-envelope Valuation techniques to consider whether the deal is reasonably priced, such as those based on Comparable Company Analysis or Precedent Transaction Analysis )
  • Market position
  • Customer Concentration and customer certainty
  • Supplier relationships and supplier certainty
  • Barriers to Entry
  • Reputation and brand loyalty
  • Product/regulatory/technology risks
  • Pay-Back Period / Net Present Value / Internal Rate of Return based on current operations and growth estimates
  • Add in Cost or Revenue improvements from Synergies (see below)
  • Subtract out Integration and Restructuring expenses (also determine whether the project is feasible)
  • Compare with similar projections if the Company were to endeavor to grow organically (required capital expenditures, cost of marketing strategy, etc.)
  • Ability to combine or leverage joint distribution channels across products produced by acquirer or target
  • Value of expending geographic/market reach
  • Cost synergies (such as spreading overhead costs across a larger combined business or combining redundant IT systems)
  • Strategic fit
  • Cultural challenges
  • Competitor response
  • Plan to exit (if relevant—note that this will always be relevant for Private Equity firms)
  • Plan to restructure the organization, if any, and how/why

While consulting firms rarely work for Start-up companies due to the high fees typically charged, there are increasingly Case Study questions that discuss start-ups. Some Consulting firms have even begun the practice of working for Start-up companies and receiving equity compensation from the Start-up in exchange for reduced cash Consulting fees.

Importantly, this topic is in many ways covered when thinking about a company entering a new market or developing a new product, although there are usually some additional issues to consider for a Start-up company. (Most of these additional issues fall into the “Business Plan” category for a Start-up company.) Additionally, there is generally significant overlap with the industry landscape section.

  • Two real estate entrepreneurs are contemplating setting up a co-working space in downtown Chicago to attract the increasing number of young IT entrepreneurs in the area.  Discuss the key considerations for a business plan for such a venture.
  • Siggi, a student from Iceland at Stanford University, has determined that there is an enormous opportunity for Icelandic-style yogurt in the North American market. He is in the process of securing funding to produce the yogurt on a farm in Oregon and would like input regarding the key considerations for the yogurt to be a success.

Situation: A potential client has launched a new company to develop a new product or technology that is expected to have positive yet disruptive consequences for a particular market or industry. The client would like your advice regarding specific issues in the company development or product rollout, and any thoughts regarding optimal company strategy.

  • Competitive advantage/ Barriers to Entry (with a Start-up, this is a crucial piece of the analysis —can the Start-up enter the market successfully? Will the Start-up will have some sort of competitive advantage, whether it be proprietary technology or access to particular distribution channels?)
  • Current market size (if the product a new concept, then you would typically be asked to assess the industry of a substitute product or service, or use relevant comparable products or services to estimate the potential market size for the new concept)
  • Key competitors in the market, their strategy, current market shares and shares over time, product differences and potential response to entry
  • Likely customers and customer mix (a.k.a. Customer Segmentation )
  • Industry-wide profitability (to the extent applicable)
  • Technology, regulatory issues, or other key topics relevant to the product or market
  • Business Plan (the interviewer might ask you to compile a very simple business plan, after he or she gives you some information; key components are given here)
  • Product/Service
  • What is the product/service? What are pros and cons of this product/service? How does this compare to existing products on the market?
  • What will be the competitive advantage and/or barriers to entry for a product of this type?
  • Customers and Distribution
  • Who are the target customers?
  • What are the core distribution channels?
  • What is the marketing plan?
  • Financing/Profitability
  • What are the initial funding requirements prior to cash flow Break-Even? How does this compare with expected future profitability?
  • What are the projected Revenue and Costs for the next three years?
  • Management and Oversight
  • Management: experience and abilities
  • Preliminary Investors: reputation, expertise, and ability to add legitimacy to the new enterprise (and potentially invest more in the company)
  • Key Directors and Advisors

Being able to discuss the core aspects of analyzing a Start-up company highlights your ability to quickly answer questions about a new project or idea that may be thrown at you when you are with clients.

Additional Resources

There are a number of guides published and online that attempt to discuss different types of Consulting Case Study questions in a comprehensive and informative way. Our feeling is that most of them are not particularly helpful or are too expensive. There are two, however, that we have found to add quite of a bit of value as an “add-on” to the discussion above, and are therefore worth checking out. Please comment on this page or email us directly if you have a suggestion for an additional resource:

  • INSEAD Consulting Club Handbook (see pp. 47-53 for discussion of different Case Study Types)
  • Crack the Case System by David Ohrvall

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Growth Strategy

Revenue growth is one of the most popular strategy cases in a case interview.

Usually, growth strategy cases are introduced by open-ended questions such as “A firm XYZ wants to increase their revenue. How should they go about it?”

Gather the necessary information about volume and price to determine the best growth lever

Case interviews  with revenue growth cases can be tackled by influencing two major parameters that determine growth figures. These are volume and unit price. In order to make suggestions, once again, you need to understand the client’s business and the industry. Growth strategies can focus on a product, a division, or the company as a whole. Areas you could investigate based on your hypothesis are:

  • What is the client’s product mix? What is the lifecycle of each product ?
  • What is the state of the respective industries? Are they growing?
  • Which product segments have the biggest potential?
  • What drives customer satisfaction?
  • How does the client’s sales growth rate compare to that of the competitors in the market ( Benchmarking )?
  • How are the client’s prices compared to that of competitors? For instance, if the product is a commodity, then prices should be similar.
  • What is the customers’ price sensitivity? If the product is a commodity, then customers are likely to be  very   price sensitive .
  • What are the client’s marketing and sales channel activities? Evaluate their effectiveness.
  • What are competitors’ marketing and sales channel activities? Evaluate the effectiveness if they are better than the clients’ sales.
  • What are the client’s available funds for growth (you can find it via balance sheet or cash flow statements )?
  • What do the shareholders' demand/expect?

Choose a growth strategy and the growth vector you want to pursue

After having gathered this set of information, you will have got a feeling for the type of growth that is demanded. Based on this information, you can then decide which growth strategy to implement. Roughly, you can subdivide strategies into (1) organic growth and (2) inorganic growth. The categories can further be organized using an Ansoff matrix .

Find new customers by (Ansoff Matrix):

  • Increase/switch distribution channels.
  • Expand the product lines.
  • Enter new markets .
  • Perform a major marketing campaign.
  • Increase your share of the wallet with your existing customers, e.g. by selling them add-on/bundled products.
  • Lower customer churn rate by preventing unwanted customer attrition.
  • Acquire other companies.

If you have thoroughly completed this BootCamp, you will notice that many case types overlap with each other. You will rarely find a case that fits only one type. Most of the strategic decisions intersect. After completing the BootCamp, you should get a feeling for those connections and be able to see the big picture. 

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Mastering the Pricing Case Study: A Comprehensive Guide

  • Last Updated November, 2022

Setting the optimal pricing for products or services is important for a company as it directly impacts profitability. So every management consulting firm helps its clients with pricing strategies. The primary goal of a pricing case is to recommend a price that maximizes profit, taking costs for product/service and market considerations into account.

A typical pricing case interview would start something like this –

A manufacturer of kitchen knives sells a range of products, from low-end to professional, to customers at different price points. They’ve developed a new line of knives in collaboration with a celebrity chef and would like help setting the prices for these products.

Pricing cases might not seem straightforward initially, but with the right frameworks and practice cases, we will help you prepare for it.

In this article, we’ll discuss:

  • Examples of pricing cases.
  • The alternative pricing methods.
  • How to approach a pricing case interview.
  • An end-to-end pricing case example.

Let’s get started!

Pricing Case Examples

How to approach a pricing case interview, what are the most common pricing strategies, an end-to-end pricing case example, the relevant pricing strategy for our pricing case examples, 6 tips for solving a pricing case interview.

As companies mature, pricing becomes more complex because:

  • Companies develop multiple products with different cost structures.
  • Clients have different product/service needs and price sensitivities.

Pricing can also be a source for driving revenue growth if you can identify opportunities to price based on value to the customer or in a way that optimizes the tradeoff between revenue and costs. Let’s explore a few situations where consultants can help with pricing:

New Art Museum

A new modern art museum is scheduled to open next year in a major European city. The project lead has requested your help with the pricing of the admission tickets. He has two questions: How would you approach selecting a pricing method for the museum? What price would you recommend and why?

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

Animal Healthcare

Our client provides healthcare services for animals and develops veterinary drugs. The client has recently developed a product that enables cows to increase milk production by 20%. They have turned to you to figure out how to price this new product in order to maximize profits.

California Municipality

Your client is a local municipality in California. The town recently built a complex of six parking lots, encircling a nearby community center and outdoor mall, which features shopping, restaurants, and some light attractions. In total there are 20,000 parking spots in these lots. Our client wants to maximize the profit it generates from the parking lots with a focus on revenue generation. How would you think about different types of pricing structures and revenue models for the parking lots?

In most pricing case questions, you’ll have to work through one or a combination of the following pricing strategies:

Most companies use a combination of these alternative pricing strategies to maximize profitability. For example, a manufacturer of diet pills that costs $10 to produce may be able to charge $100 per bottle if the target customers have low-price sensitivity and high perceived value (a savings of many hours working out in the gym and/or eliminating the negative health effects of being overweight).

Note that for these examples, multiple correct solutions are possible. The important thing in pricing case interviews is to back up your answer well with analysis and logic.

Relevant pricing strategies + sample approach:

  • Since the costs of running the museum are mostly fixed (e.g., staff, maintenance, and utilities), a cost-based pricing strategy will not provide much insight. 
  • The new museum should therefore use a combination of demand-pull and market-based pricing.
  • Since the museum is new, they should set their pricing below the average market price in order to draw in early customers to check out the museum and spread awareness to their friends.
  • Do a check that the proposed price point will cover a good portion of the museum’s costs with expected attendance numbers.
  • Note that for a museum, ticket sales are probably not expected to fully cover costs. Exhibit sponsors, grants, and donations will be additional sources of funding.

Our client provides healthcare services for animals and develops veterinary drugs . The client has recently developed a product that enables cows to increase milk production by 20%. They have turned to you to figure out how to price this new product in order to maximize profits.

  • The cost of making a dose is $30.
  • The competition charges $300 per dose.
  • Clients are willing to pay $300 per dose because the 20% increase in their revenues will more than offset the product’s price.
  • Therefore, the client should set its price based on a combination of market-based pricing and demand-pull.
  • The recommendation of whether to price above or below the competitor’s $300 price depends upon how our product compares to theirs. If the client’s product is superior in any way, we may be able to command a higher price. If we are entering the market late and with a comparable product, we’ll need to set our price lower in order to provide an incentive for customers to try our product.
  • At $300, this will provide a very attractive gross margin of close to 90%.

Your client is a local municipality in California. The town recently built a complex of six parking lots, encircling a nearby community center and outdoor mall, which features shopping, restaurants, and some light attractions. In total there are 20,000 parking spots in these lots. Our client wants to maximize the profit it generates from the parking lots with a focus on generating additional revenue. How would you think about different types of pricing structures and revenue models for the parking lots?

  • Costs are mostly fixed (staff salaries and bond payments for garage construction), so a cost-based strategy doesn’t provide much insight. 
  • Competitive garages are priced similarly, but less convenient for shoppers.
  • Excess capacity provides the opportunity to identify additional revenue sources by driving higher utilization of the parking spaces and offering customers additional services while parked in the garage. 
  • Brainstorming options to increase revenue identifies a variety of options (offer monthly passes, charge stores monthly fees to validate customer parking, provide valet parking and car washing, use excess capacity for concerts, fairs, or other large events that require parking spaces.)
  • Do a check that the proposed price point, including value-added services, will cover salary and bond payments.

Like any other case interview, you want to spend the first few moments thinking through all the elements of the problem. Also, there is no one right way to approach a pricing case study but it should include the following:

  • Cost-based: What is the cost of making the product or delivering the service?
  • Market-based: What is the pricing of a comparable product or service? Can we price above what the competition is charging?
  • Value-based: What is the customer’s willingness to pay? Will we lose customers if we charge higher prices? Are there incremental services we could provide that customers would value?  
  • What is the volume impact of the alternative pricing model? What is the incremental revenue expected?
  • What significant costs will be incurred if the pricing model changes?
  • What revenues and costs will be realized if value-added services are launched?
  • It can be hard to raise prices once customers are used to a low price. Price anchoring (establishing a higher price but discounting it) may be needed for some time to transition customer expectations.
  • What is the expected response from the competition?
  • What is the impact on the brand if we reduce prices?
  • What is the impact on volume if we increase prices?

Let’s go through the pricing case for the California municipality with 6 parking lots. Remember that the instructions said to focus on incremental revenue. As you develop your structure for the case, remember the key components of our pricing issue tree approach:

  • Pricing strategies including offering value-added services
  • Financial Impact

Tailor Your Pricing Case Approach for this Client

The first thing you will need to do in a pricing case study, as well as any other consulting case, is to ensure you understand the problem you need to solve by repeating it back to your interviewer. If you need a refresher on the 4 Steps to Solving a Consulting Case Interview , check out our guide.

Second, you’ll structure your approach to the case. Stop reading for a moment and consider how you’d structure your analysis of this case. We gave you some hints in our sample cases section. After you’ve outlined your approach, read on and see what issues you addressed, and which you missed. Remember that you want your structure to be MECE and to have a couple of levels in your Issue Tree . 

  • What is the municipality’s cost structure? 
  • How much revenue is required to cover costs?
  • How much of a profit expectation does the municipality have? Do they want to generate as much revenue as possible or cover their costs and provide a service to their community at an attractive price?
  • What are the municipality’s current pricing structure and prices?
  • How do the municipality’s current prices compare to alternative parking options?
  • What alternative pricing structures could the municipality use (hourly rates, daily rates, monthly rates, store validation, etc.)
  • What non-price considerations are there? (Proximity to popular destinations, roof vs. no roof, lighting/safety, cleanliness)
  • What services could the parking lots provide in addition to the parking spot?
  • How much space would providing additional services require?
  • How much revenue would they generate?
  • What are the expected revenues of alternative pricing models?
  • What are the expected revenues of value-based services?
  • Would additional costs be incurred?
  • How might customers react to alternative pricing models?
  • To value-based services?
  • How might competitors react?

Pricing Case Brainstorming Exercise

After you structure your approach, the interviewer asks you to brainstorm some revenue growth opportunities for the California municipality. Again, stop reading for a moment to do this exercise yourself because you’ll learn more if you do. When you’re done, note the ideas you didn’t consider. Few candidates hit every possibility, but to move on to the next round of interviews, you’ll definitely want to go beyond the straightforward responses. 

  • Charge store owners for parking spots to offer free parking for visitors.
  • Charge higher pricing for spots closest to the stores.
  • Offer annual/monthly parking passes.
  • Valet parking
  • Car washing
  • Quick car servicing (e.g., oil change)
  • Locate public transportation/bus stops adjacent to the lots and provide parking to commuters at a monthly rate.
  • Rent space to event attendees (e.g., sporting events, concerts, fairs).

When you ask about the municipality’s current pricing and parking space utilization rates, your interviewer provides you with the following exhibit and asks you to calculate the daily revenue. Note that the parking lot has two sources of revenue:

  • Tourists/shoppers buying parking tickets for an hourly rate.
  • Store owners buying monthly parking permits for their staff.

Calculation of current daily revenue:

  • 3 hour parking: Revenue = (20,000 parking spots) * (30% of total lot occupancy for tourists/shoppers) * (75% of tourists/shoppers occupancy for 3hr parking) * ($2/hr) * (*3hrs) = $27,000
  • 5 hour parking: Revenue = (20,000 parking spots) * (30% of total lot occupancy for tourists/shoppers) * (25% of tourists/shoppers occupancy for 5hr parking) * ($10 flat fee) * = $15,000
  • Total tourist/shopper revenue – $42,000
  • Store owners: Revenue = (20,000 parking spots) (5% lot occupancy for owners) *($240/month) (1/30 to convert to daily revenue) = $8,000
  • Total tourist/shopper + store owner daily revenues= $50,000

Alternative Pricing Model: Store Validation

If we move to a store validation model, in which a store validates the ticket of any customer who buys something, the spots taken would increase to 10,000, or 50% of available capacity. This is because the cost of parking is currently a deterrent to customers shopping at this mall. More shoppers at the mall would be a significant benefit to store owners.

The cost per validation would be $5 to the store. Assume every person parking a car purchases something. The number of store owner permits would drop to 750 since store owners will likely decide to save money on permits to pay for visitor parking spots.

What would be the impact on daily revenue?

  • Increase in the tourist/shopper revenues = $8,000 = (10,000 spots) * ($5 per spot) – $42,000
  • Store owner revenues would decrease by $2,000= (750 permits) * ($240 per permit/30 days per month) – $8,000 
  • Change in total daily revenue = + $6,000
  • A good candidate will recognize that the increase of 12% in daily revenues is a positive move forward.

Risks to the Change to a Validation Pricing Model

Do you see any risks to a validation pricing model? Do you think you’re likely to run into any resistance? From which types of stores and why?

  • Stores with low price per transaction (such as ice cream shops) will likely lose money if they pay for the $5 validation fee, therefore 100% of stores will not be willing to participate.
  • An alternative validation model would be to charge stores based on a percentage of transactions or profits. This would get less pushback.
  • Under the percentage model, there would need to be a cap on the price charged to stores. A 5% charge on an ice cream may be reasonable but a 5% charge on a $1000 handbag would not be.
  • You could note that while the focus of this case is on revenue generation, the costs to run a validation model might be slightly higher because the municipality will need to process the validation numbers and bill the stores.

Recommendation

Lastly, provide your recommendation for the client. Try coming up with your own before reading our sample.

The California Municipality should proceed with the transition to the validation pricing model because it provides an incremental $6000 per day or an increase in revenue of 12%. While doing this, it should study the risk of pushback from store owners with low transaction value and the possibility of charging based on a percentage of the transaction. Additionally, the municipality should roll out revenue growth opportunities such as renting out excess capacity and offering value-added services (e.g., valet parking) over time.

Determine the relevant pricing strategy to apply (e.g., cost-based vs. market-based or demand pull).

Brainstorm all possible changes in pricing methodologies that might bring in additional revenue (e.g., hourly, daily, or monthly pricing, a store-validation model for our parking lot case), don’t forget that charging for value-added services could be part of a broader pricing & revenue generation strategy (e.g., oil changes, car wash for our parking lot case)., calculate the incremental revenues from suggested changes in pricing., always have an answer to whether to proceed or not., detail the risks associated with the pricing changes..

– – – – –

In this article, we’ve covered:

  • Examples of pricing cases
  • Approaches for solving a pricing case
  • Different pricing strategies 
  • Tips for solving a pricing case

Still have questions?

If you have more questions about pricing case study interviews, leave them in the comments below. One of My Consulting Offer’s case coaches will answer them.

Other people prepping for pricing case studies found the following pages helpful:

  • Our Ultimate Guide to Case Interview Prep .
  • Types of Case Interviews .
  • Consulting Case Interview Examples .
  • M&A Case Study Interview.
  • Market Sizing Case Questions .

Help with Case Study Interview Prep

Thanks for turning to My Consulting Offer for advice on pricing case study interviews. My Consulting Offer has helped almost 85% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how David  was able to get his offer from  Deloitte.

2 thoughts on “Mastering the Pricing Case Interview: A Comprehensive Guide”

In the Alternative Pricing Model: Store Validation

The original tourist/shopper revenue is $42,000 Under the alternative pricing model, (10,000 spots) * ($5 per spot) = $50,000, an $8,000 increase

The original store owner revenue is $8,000 Under the alternative pricing model, (750 permits) * ($240 per permit/30 days per month) = $6,000, a $2000 decrease.

The new total daily revenue = $56,000 Original daily revenue = $50,000

Shouldn’t the change in total daily revenue be = $56,000 – $50,000 = $6,000, a 12% increase?

I’m confused about the change in total daily revenue $2,000 and 4% numbers.

Yes, good catch! We’ll make the change. Sorry for the confusion.

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