麦肯锡案例面试题.docx

麦肯锡案例面试题：Great Burger 案例分析转载请注明出自应届生求职招聘论坛 /,本贴地址:/thread-136784-1-1.htmlPractice CasesGreat BurgerIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature). In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue. You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions. Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit. There are six questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.Start Case Study=Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growth strategy? Our client is Great Burger (GB) a fast food chain that competes headto-head with McDonalds, Wendys, Burger King, KFC, etc. Description of Great Burger GB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and combos for the three largest meal occasions: breakfast, lunch, and dinner. Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, look of store) controlled by GB). McKinsey study As part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. and international store presence. HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores. GBs CEO has hired McKinsey to advise him on whether they should acquire HD or not. QUESTION 1What areas would you want to explore to determine whether GB should acquire HD? ANSWER 1 Some possible areas are given below. Great job if you identified several of these and perhaps others. Stand alone value of HDGrowth in market for doughnutsHDs past and projected future sales growth (break down into growth in number of stores, and growth in same store sales)Competition are there any other major national chains that are doing better than HD in terms of growth/profit. What does this imply for future growth?Profitability/profit marginCapital required to fund growth (capital investment to open new stores, working capital)Synergies/strategic fitBrand quality similar? Would they enhance or detract from each other if marketed side by side?How much overlap of customer base? (very little overlap might cause concern that brands are not compatible, too much might imply little room to expand sales by cross-marketing)Synergies (Hint: do not dive deep on this, as it will be covered later)Management team/cultural fitCapabilities/skills of top, middle managementCultural fit, if very different, what percent of key management would likely be able to adjustAbility to execute merger/combine companiesGB experience with mergers in past/experience in integrating companiesFranchise structure differences. Detail “dive” into franchising structures. Would these different structures affect the deal? Can we manage two different franchising structures at the same time?=The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD. Exhibit 1 StoresGBHDTotal5,000 1,020 North America3,500 1000Europe1,000 20 Asia4000 Other100 0 Annual growth in stores10% 15%Financials GBHDTotal store sales$5,500m$700mParent company revenue$1,900m$200mKey expenses (% sales)Cost of sales51%40%Restaurant operating costs24%26%Restaurant property & equipment costs4.6%8.5%Corporate general & administrative costs8%15%Profit as % of sales6.3%4.9%Sales/stores$1.1m$0.7mIndustry average$0.9m$0.8mQUESTION 2What potential synergies can you think of between GB and HD? ANSWER 2 We are looking for a few responses similar to the ones below: Lower costsBiggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporate managementMay be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages, deep frying oil), however overlaps may be low as ingredients are very differentGB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superior skills in lease negotiation)Increase revenuesSell doughnuts in GB stores, or some selected GB products in HD storesGB has much greater international presence thus likely has knowledge/skills to enable HD to expand outside of North AmericaGB may have superior skills in identifying attractive locations for stores as its sales per store are higher than industry average, whereas HDs is lower than industry average; might be able to leverage this when opening new HD stores to increase HD average sales per storeExpand HD faster than it could do on ownGB, as a larger company with lower debt, may have better access to capital=QUESTION 3The team thinks that with synergies, it should be possible to double HDs U.S. market share in the next 5 years, and that GBs access to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the following assumptions for you: Doughnut consumption/capita in the U.S. is $10/year today, and is projected to grow to $20/year in 5 years.For ease of calculation, assume U.S. population is 300m.ANSWER 3 You should always feel free to ask your interviewer additional questions to help you with your response. Possible responses might include the following: Market share today: $700M HD sales (from Exhibit 1) $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)U.S. market in 5 years = $20 x 300 = $6BHD sales if double market share: 50% x $6B = $3BPer store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable? Yes, given it implies less than double same store sales growth and per capita consumption is predicted to double.=QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses overall profitability by selling doughnuts in GB stores. How would you assess the profitability impact of this synergy? ANSWER 4 Be sure you can clearly explain how the assessment you are proposing would help to answer the question posed. Some possible answers include: Calculate incremental revenues by selling doughnuts in GB stores (calculate how many doughnuts per store, times price per doughnut, times number of GB stores)Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training, software changes, incremental marketing and advertising, incremental cost of distribution if we cannot produce doughnuts in house, etc.)Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch and dinner products, etc.One way to calculate this cannibalization is to look at historic cannibalization rates with new product/offering launchings within GB storesMight also cannibalize other HD stores if they are nearby GB storecould estimate this impact by seeing historical change in HDs sales when competitor doughnut store opens nearby=QUESTION 5What would be the incremental profit per store if we think we are going to sell 50,000 doughnuts per store at a price of $2 per doughnut at a 60 percent margin with a cannibalization rate of 10 percent of GBs sales? Exhibit 2 Sales and profitability per store Units of GB sold per store 300 thousandSales price per unit$3 per unitMargin50 percentUnits of HD sold in GB stores50 thousandSales price per unit$2 per unitMargin60 percentCannibalization rate of HD products to GB products 10 percentANSWER 5 While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking at both your ability to set the analysis up properly and then do the math in real time. Based on correct calculations, your response should be as follows: Incremental profit = contribution from HD sales less contribution lost due to cannibalized GB sales = 50K units x $2/unit x 60% margin 300K units x 10% cannibalization x $3/unit x 50% margin = $60K 45K = 15K incremental profit/store =QUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinseys perspective so far on whether GB should acquire HD. Pretend the interviewer is the CEOwhat would you say? ANSWER 6 You may have a slightly different list. Whatever your approach,