presentation

2018 2

The Case Competition Toolbox

DisclaimerThis Toolbox is a collection of useful tips, tools, advices

and frameworks that have proven useful for several

different case solvers and winners in the past. The Case

Competition Toolbox is developed by past case team

members and winners and therefore all material rights

belongs to The Case Competition.

For further information, please visit:

www.thecase.hk

About the ToolboxThe Case Competition Toolbox is a collection of useful

guidelines and frameworks that will assist your case solving

process. Although its primary objective is to be used for Beat the

Elite, you may also find it useful for other case solving exercises,

such as in classes or in job

interviews.

Much of the content in the Toolbox is meant to serve as a

foundation for non-experienced case solvers. Thus, the Toolbox

does not contain a certain right way to solve a case. It does

however contain a lot of useful tips and tricks. It is not intended

to be a winning formula, but by

reading through this collection of frameworks and guidelines the

team might be one step closer to be able to Beat the Elite.

Enjoy.

presentation

Introduction•

•

•

Problem solving:

This section describes how to structure the problem

solving part of your solution.

Presentation:

This section describes how to set up your presentation

and ensure the output looks nice, neat and professional.

Practicalities:

This section describes some of the practical things that

can be done before the case launch, as well as some

insiders tips from previous participants.

Industry overview:

This section highlights the key traits for a wide range of

industries. It is intended to enlighten people with limited

knowledge of business on what areas to focus on during

the case solving.

Additional reading:

External sources and readings.

Content

•

•

•

•

•

Problem solving

Presentation

Practicalities

Industry overview

Additional reading

pp. 4-8

pp. 9-24

pp. 25-27

pp. 28-36

pp. 37

•

•

2018 4

Problem Solving

IntroductionContent

•

•

•

•

Hypothesis-driven problem solving

MECE approach

Issue tree

Sanity check

Structuring of the problem solving process is very important.

The teams are only given 24 hours to solve a complex

problem and hence a systematic approach will help prioritize

and structure the task at hand. This section is about exactly

how to do that.

Hypothesis-driven problem solving:

This section describes one of the most time efficient ways to approach a problem.

MECE approach:

The MECE approach is widely used within the management consulting industry and for a good reason; This framework ensures that the whole problem solution space is tested.

Issue tree:

Issue trees are often combined with the MECE approach in order to prioritize and break down the problem.

Sanity check:

This section describes the importance of doing a sanity check.

2018 5

Formation of

next step

hypothesis

Research,

analysis and

conclusion

Stating initial

hypothesis

Hypothesis-driven problem solving

DescriptionHypothesis-driven problem solving is, as the

name states, all about forming a hypothesis

and then testing whether one is right or

wrong concerning the initial hypothesis.

As an example look at the figure on the right.

This example describes the hypothesis that

changing the quality of the product will lead

to an increase in the price and thus the

profitability of the product sold.

First the initial hypothesis is stated, this is

then followed by an analysis which can lead

to either confirming or refuting the initial

hypothesis.

After this, a series of new hypothesis can

then be formed, here are two examples:

Do not look for profit by changing quality

since the analysis shows that neither in- or

decreasing quality will change profitability.

Or check if reduction of quality instead will

lead to increased profitability.

Confirm or refute

Looking at price

sensitivity,

consumer demand,

capital investments

needed and uptake

rates.

After analysis we

refute the

hypothesis.

Increasing quality

will not increase

profit pr. item.

Reducing quality by

20% will lead to 5%

increase in volume

and 10% increase

in price pr. item.

Increasing quality

of the product by

5-10% will lead to a

2% increase in

profit pr. item.

Hypothesis

Analysis

Analysis

conclusion

Data

Refute

hypothesis

or

Confirm

hypothesis

New

hypothesis /

conclusion

or

No additional profit

can be found by

changing quality.

New

hypothesis /final

conclusion

2018 6

MECE

Description

MECE stands for Mutually Exclusive and

Collectively Exhaustive and is a tool commonly

used within the management consulting industry.

The framework makes it easier to break complex

problems down into smaller, more simple

problems. If the ”breakdown” is MECE the team

ensures that all the sub-issues collectively

exhaust the total solution space (no grey area is

left uncovered) and that the sub-issues are

mutually exclusive (no sub-issues are overlapping)

as seen on the right. By structuring a problem this

way the team ensures that they do not miss any

possible solution options. It will also be possible to

distribute the work among the team members

without duplication of any work, thus the limited

time will be used more efficiently.

A non-MECE issue tree

A MECE issue tree

Total possible solution space

Sub-issue #1 Sub-issue #4

Sub-issue #3Sub-issue #2

Sub-issue #1 Sub-issue #4

Sub-issue #2 Sub-issue #3

2018 7

A MECE issue tree

DescriptionThe issue tree deconstructs an issue into its sub-

issues and the sub-issues into its sub-issues and so

forth. A complete issue tree makes identification of

possible solutions easier and guides the problem

solving process.

In this example an issue tree is constructed around a

profit problem in a company, so in order to know how

to fix the profit problem, a MECE issue tree can be

constructed.

The overall issue is profit. On the next level, profit is

deconstructed into revenue and cost. Please note that

revenue and cost are the only drivers of profit and

they are not overlapping -henceforth the issue tree is

MECE at this level.

Looking at revenue this is deconstructed into ”price /

item” and ”volume,” again this is two MECE elements

of revenue.

This issue tree is MECE but all branches are not fully

developed.

priority.

Note: No issue tree is the only right way to structure a problem but many are wrong, which is why making it MECE must be top

2018 8

Sanity check

DescriptionEarly on in the process it is important to do a sanity check of your solution. As seen in the figure, the sanity check is supposed to make sure that the proposed solution is bothcreative, has sound analysis to back it up, is feasible and has impact. If all these four elements are in place the team could have a winning solution.

The sanity check is also a good opportunity for the team to

stop working, take a step back and ask the question: ”Is this

solution something that the company might actually

consider?”

Again, there is not one way to get it right, but many ways to

get it wrong. An example of a creative, but non-feasible

solution, could be to open a store on Mars. An example of a

solution that have all elements but creativity, could be to optimize all current operations by 2%.

Neither solution are winning solutions due to their complete

lack of one of the four elements. So make sure that at least

these four are somewhat present.

casecompetition.org

Presentation

DescriptionThis section entails everything you need in order to convey your

solution in a compelling and convincing way.

There are two major parts of a good storyline:

1. Structure of content – telling the right things.

2. Structure of argumentation – telling it the right way.

If you have these two elements you have a good storyline.

This section first describes and exemplifies a logical way to

tructure the content of your presentation.

That is which analysis and finding to present in which order.

Then, this section describes the two most used argumentation

structures, the inductive and the deductive which is then

exemplified.

Lastly, in the final part of this section everything is put together in

an example of a good case solution storyline.

Content

• Storyline pp. 10-15

– Structure of content

– Structure of argumentation

– Inductive vs. Deductive

reasoning

•

•

– Putting it all together

The executive slide

PowerPoint do’s

and don’ts

p. 16

pp. 17-24

201810

How to structure your content in a logical way

Description

An often used structure of the content in the

resentation is based upon what the reader

expects to come next.

On the right is an example of how to structure the

different parts of your solution. This flow ensures

that the structure of the solution is easy to follow

for the reader/listener. These four parts are based

upon what you are telling the reader, as seen on

the right.

First the overall situation of the company is

presented.

Then, the implication (problem) of that situation is

identified.

In the third part of the story, the solution to the

problem is presented. In the solution part it is also

vital to present the arguments as to why the team

has settled on that particular solution.

Lastly, the impact of the solution should be

presented.

4: What is the impact

of our solution?

Setting the

stage

Identify

problem

Solution

• Arg. 1

• Arg. 2

• …

Impact

Logic of structure - we are telling you…

1: Where are we now?

2: Why is this a problem and

what is the problem?

3: What is our solution

to the problem?

The four major elements

2018 11

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en

t

How to structure a strong logical argument

throughout your presentation

Inductive method:1. Tell your recommendation/solution up front

in the presentation.

2. Then, in the following section tell why you

recommend what you do.

Deductive method:

1.

2.

First, show all your analysis and

conclusions.

Then, in the end serve your final

recommendation for the company based on

the results of your analysis.

Note:While the deductive method can be really powerful if used correctly, it is recommended that the team uses the inductive

storylining. If using the deductive reasoning, the team must be absolutely sure that the reader will agree on the results and the

logic of the argumentation or else the complete argument for the solution could fall apart. The inductive also has the advantage

that it follows the logic of: First tell them what your going to tell them, tell them and then tell them what you told them.

DescriptionHaving secured that the structure of the content in

the presentation is good, the team must also make

sure that the storyline follows a strong logical

argument. That is, how to structure the four

elements. This means that it should be easy for the

reader to follow the logical flow of why the next

slide looks like it does. E.g. setting the stage: ”the

companies revenue is stalling due to maturity in

market” the next slide identifies the problem of

the situation.

Broadly speaking there are two possibilities for how

to build the logical argumentation of a good

storyline. A good story in a solution almost always

follows either the inductive or the deductive method.

Solution

Argument

Argument

Solution

2018 12

Reasons for going to China1. Because the market potential is huge

The growth is strong

Current markets are mature

There are certain risks but they are limited

We will be able to boost revenue by USD 1bn by

moving into China

•

•

•

•

The company should expand their business to China…

…By first targeting the coastal region…

…And pack items in smaller packages…

…Resulting in a net turnover growth of USD 1bn in 2018

•

2.

3.

4.

5.

•

6. Which is more than other considered possibilities

Why to target the coastal region

1.

2.

3.

Large share of population

Fastest growing region

Highest share of net wealth people

• Reasons to consider productmodifications

1.

2.

3.

Cultural differences make Chinese

consumers seek different value

propositions

Small is beautiful in China

Current consumer trends support ”smaller”

•

•

Financial analysis of revenuegrowth by 2018

Wrap up

Example of the inductive storyline

…because… (supportive analysis and conclusions)

Note:

This box is basically

what to tell on the

executive slide

We recommend that…

2018 13

The company should expand their business to China…

…By first targeting the coastal region…

…While considering product modifications…

…Resulting in a net turnover growth of USD 1bn in 2018

1. The market potentials

2.

3.

4.

The growth rates

Current markets potential

Risks involved

5. Revenue possibilities in different markets

➢➢ China comes up as the most

lucrative market

1.

2.

Distribution of population and their net wealth

Growth across Chinese regions

1. Cultural differences

–

–

–

Value propositions needed

Spending patterns

Consumer trends

➢➢ Packaging in smaller bundles isneeded

➢➢ Financial analysis of revenuegrowth by 2018

➢➢ Wrap up➢➢ The coastal area is where the

Chinese expansion should start

…leads us to recommend that…

Example of the deductive storyline

Note:

Again, this box is

similar to the content of

the executive slide.

•

•

•

•

Looking at… (analysis and conclusions)

2018 14

Another example of the inductive storyline

DescriptionOne can see how this structure is

closely linked to the MECE

framework. In fact a good logical

structure will almost always follow

from a correctly constructed MECE

tree.

In the figure on the right it is shown

how one argument builds upon the

underlying arguments.

• First the solution and its impact

is told.

• Then on level 2 the possible

markets are presented.

• On level 3 the different analysis

are presented.

The Chinese outperformed taking

market size, risk analysis, impact

and ease of implementation into

account.

• Finally, on level 4 the roll out

plan is ustified.

Chinese market

Risk analysis Roll out plan

Consumerbehavior

Financial impact

Current markets

Market size &growth

Other markets

Market size &growth

Market size &growth

Which new market should the company expand to

Expand to China

realizing a USD 1bn

revenue growth

Risk analysis

Product

portfolio &

channels

Region

feasibility

2018 15

Putting it all together: Telling a story during

the progression of the presentation

•

•

Logic of progression through the presentation should be easy to follow

By reading only the headers, the reader should be able to understand the case solution. See the example below

Executive slideWe recommend the companyto expand their business to China

and gain USD 1bn in revenue because home markets are under pressure.

Home market is weak…• We see weak growth• Increased competition• Weak spending due to financial crisis

…So other revenue sources

are needed…1. Brazil 2. Russia

3. India 4. China

➢➢ China is the best option

…China is the most promising

market…

• High growth• Large market• Weak customer loyalty• Resistance towards western brands

…And will make further

expansion possible.

• Start in major cities• Expand to coastal region

• 500 stores by 2018

…They can be won by adapting

product…

• Given consumer behaviour, best

way to enter is:

1. Enter

2. Adapt

3. Expand

…Although Chinese customers

are different…

• Resistance towards western brands due to

1. Reason 1

2. Reason 2

…Our solution will grow

topline by USD 1bn

USD 1 bn

2020

So while still taking risks into

account…

• Risk 1

• Risk 2

• Risk 3

➢How to mitigate risks

➢

Note:This presentation is not a solution for

how you need to structure (or design)

your presentation, but only meant as

an illustrative example.

Wrap up

Tell them what you told

them.

Key Focus areas:

2018 16

[Setting the stage]

What is the current situation for the firm?Setting

the stage

Identify

problem

Solution

• Arg. 1

• Arg. 2

• …

Impact

Description

It is recommended to put an executive slide in the beginning of your presentation, since this supports the inductive

reasoning.

The executive slide should…

– Make the reader able to understand your solution and why you have reached your conclusions

– Be the introductory slide for the presentation presented to the judges, should the team reach the finals

– Tell the same story as all the headlines of the presentation

Example A

Executive slide

Example B

Executive slide

[Identify the problems(s) or opportunity]

[Propose solution]

• Argument 1

• Argument 2

• …

[Discuss impact/implications]

Financial and strategic impact

The executive slide

2018 17

PowerPoint do’s & don’ts

IntroductionThis following sub-section is a collection of do’s and don’ts

regarding the visual setup of your slides. Since you only have 10

slides, it is vital that nothing is lost in translation, meaning do not

succumb to the usual PowerPoint mistakes.

The following examples are not an exhaustive list of all

powerpoint mistakes but a collection of some of the most

common mistakes that can easily be avoided. By making sure

that your slides look more like the ”do”-examples and less like

the ”don’t”- examples you increase the possibility for the reader

to understand the slides as it was intentionally meant to be

understood. On the right you will find a list of the following slides.

Overview

•••

•

•

•

•

Notation on graphsKey takeaway in headerOne message pr. slide

Less is more in graphs

Less is more in effects

Supporting the message

Illustrate instead of excessiveuse of bullets

pp. 18pp. 19pp. 20

pp. 21

pp. 22

pp. 23

pp. 24

2018 18

Remember notations on your graphs

Do Don’t

600

500

400

300

200

Note: Only include data labels if they are needed to prove your point.Also remember to include your source in the bottom of the slide. This adds credibility to your presentation.

2018 19

Make sure to put the key takeaway from

your slides in the header

Don’t

Recent financial development

Do

Case Company has faced stagnating revenue growth and swindling

margins since financial crisis in 2009

2018 20

Tell only one key message per slide

Do

Note: Due to the limitation of 10 slides per solution, it may prove necessary to cram more information into every slide,

but it is strongly recommended to only deliver one key message per slide.

Don’t

Cost saving ini;a;ves from ”2018-‐Plan” • Reduce overhead by 10%

Divest subsidiary1 •

Procurement Savings Plan •

• Tager: 50M DKK

Outsource of produc;on to India •

2018 21

Less is more when it comes to data

presentation

Do Don’t

Note: Design your graph so the reader quickly and easily can read it.

2018 22

Less is more when it comes to colours and

effects

Don’tDo

Note: …and it looks unprofessional

2018 23

Make sure only things that back up the

message of the slide is included

Do Don’t

Note: Images should only be included if they help to make a point clearer. Here this is hardly the case, even on the left-hand

slide the value added from the images is limited.

2018 24

A “figure” is worth a thousand bullets

Do Don’t

Note: Excessive use of bullets dilutes their purpose. A bullet point is a short concise point – don’t put 20 short concise points

on one slide. Not only is it tedious to read, it also hides the message of the slide.

2018 25

Practicalities

DescriptionThis section describes some of the most important racticalities

that lies outside the actual problem solving process and case

solution. That being said, the practicalities included and

described in this section has a high probability of making the

24 hours of case solving easier. If ignored, there is a high

probability of making the case solving hours more difficult.

Time management:

Due to the time pressure, a good plan will ensure that the

team makes the most of the available time.

Quotes from the insiders:

This section includes some insiders’ tips for what things the

teams should strive to have under control before the actual

case launch.

Content:

•

•

Time management

Quotes from the

insiders

pp. 26

pp. 27

2018 26

Draw up a time plan before the case launch

The time plan does not have to be as specific as this

one, but a rough time plan will certainly prove helpful

as it will help the team not spend too much time on

unnecessary tasks. E.g. analysis of markets irrelevant

for the case solution, spending too much time on data

search etc.

Also the team should note that the time plan will

almost certainly not be held, as unavoidable events will

happen during the case solving.

However, making a time plan will keep reminding the

team that time is precious and spending it unwisely is

not recommended.

Lastly, this time plan is not the golden rule as to how to

allocate the 24 hours but only an example. The golden

rule that does persist is, the more specific the time

plan, the more it will help throughout the process.

Description

08:00 09:00

Example

2018 27

Quotes from the insiders

“Remember to buy snacks, snacks,

snacks & more Snacks”

“Set up the master slide before the

case launches. We wasted at least 3

hrs. setting up and agreeing on the

layout.”

“It is very wise to save some time in the end for

iteration, going through every slide asking the

questions: What do we want to tell with this

slide and will the reader understand it.”

“Practice makes perfect. It was so evident

that the more training cases we did, the

better we got.”

“Know your data sources. Having the best

data available is a competitiveadvantage.”

“My five cents on practicalities would definitely

be to assign team roles and know each others

relative strengths and weaknesses. Having the

discussion before the launch as well as a time

manager saved us time.”

2018 28

Industry Overview

Description

This section describes some of the typical industries that

cases revolve around. The given industry description serves

as a guideline of the key aspects to consider within a

particular industry. Please note that the industry list is not

exhaustive, and there may therefore be additional industries

that you may need to do research on yourself. Also, please

note that the industry snap shots are not a recipe for

success, but rather a guideline and help for those who have

limited knowledge about the industry (for instance non-

business students).

Each industry snapshot entails a short description of key

trends, competitive landscape, customers, channels, and

profit summary.

Content:

•

•

•

•

•

•

•

•

Transportation

Consumer Packaged

Goods (CPG)

Finance

Manufacturing

Media

Pharmaceuticals

Entertainment

Technology

p. 29

p. 30

p. 31

p. 32

p. 33

p. 34

p. 35

p. 36

2018 29

Transportation

• Transportation companies provide transport services for passengers and/or for freight, and

can be done either via rail, road, air, or water

• Increase of cost competition as more transportation service types become more freely

available

• Can be seasonal for certain types of transportation services

• Private individuals• Corporations/small businesses

• Travel web sites/resellers

• Fare revenues; administrative & handling fees; add-on service sales

• Variable costs: fuel; food and beverage; staff/hourly employees

• Fixed costs: fleet leases; gate/port leases; IT/admin costs; salaried employees

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 30

Consumer Packaged Goods (CPG)

• CPG companies provide consumers with a range of household products and the like, such

as soaps, pet supplies, snack foods etc

• Consumer lifestyle, e.g. aging population, social networks, online ads, go green, etc

• Product mix and brand management are critical to CPG companies

• Private customers

• Business customers

• Volume of goods sold; price premium on branded goods; new product introductions

• Branding; sales; marketing; COGS (commodity costs – raw & packaging material)

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 31

Finance (Consumer Banking)

• Broad range of financial products (deposit services, credit cards, loans, etc.) are sold by

banks whose main function is to collect money from those who have savings and loan

money to those who need it

• Financial crisis threatened solvency of industry due to illiquid and un-valuable assets

• Consolidated, mature industry with growth through acquisitions

• Demographic shift creating a large market for retirement products

• Individual consumers, especially high net worth consumers

• Small/medium businesses without sufficient size for larger investment banking financing

services

• Difference between the bank’s borrowing cost and the interest rates charged to borrowers;

administrative fees for services

• Administration; salaries; writing off bad debt, bank branch offices

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 32

Manufacturing

• This sector includes companies that are in the business of mechanical, physical, or chemical transformation of

materials/substances/components into new products

• Subsectors of manufacturing include: textile, paper, chemical, computer/electronics, transportation equipment, machinery

• Manufacturing is highly cyclical in most sectors

• Higher cost structure (labor in many cases) leads companies to outsource manufacturing to lower-cost regions of the world

• End-consumer; OEM (original equipment manufacturer); B2B (Business-to-business)

• Diversity of customers; volume; emerging markets; adjacent industries; new technologies/ products

• Potential outsourcing quality costs; supply chain management (inventory turns); labor; raw material; channel management;

marketing; capital investment in equipment

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 33

Media

• The media sector includes print, audio, and video content generation

• Primarily an advertising-supported industry, the traditional media space faces unprecedented challenges as online media

continues to disrupt traditional business models

• The rapidly advancing speed of the internet and wireless devices change the consumption pattern of media

• The proliferation of “free” content has harmed content generators but created opportunities for new channels.

• Individual end-consumers

• Business users

• Advertisers

• Advertising; subscriptions; individual sales

• Variable costs: salaries; technological equipment

• Fixed costs: Studios/press offices; overhead; marketing; advertising

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 34

• Pharmaceutical companies produce original patent-protected (for a certain period of time) drugs for human

and animal diseases

• Generic drug producers produce ‘copy-cat’ drugs (with the same medical result) at a lower development cost

when the originator drug’s patent expires

• Price competition from generic drug manufacturers

• Increasing pressure from health insurance companies and hospital chains to reduce prices

• R&D challenge of finding high revenue drugs

• Doctors who prescribe these medicines

• Insurance companies that pay for them

• Patients/consumers who need these drugs/medicines

• Patent premium; buy-in from doctors that will prescribe; speed to market; niche products

• Variable costs: sales; marketing; raw material, salaries

• Fixed costs: R&D; equipment; machines

Pharmaceuticals

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 35

Entertainment

• The entertainment industry provides different services and products for customers' leisure time

• Increasing competition from stay-at-home or other free alternatives of entertainment

compared to traditional entertainment types

• Individual customers

• Business arrangements

• Service/product/ticket sales, subscriptions, gadgets sales; add-on sales

• Variable costs: raw materials; salaries

• Fixed costs: equipment, venue areas; advertising

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 36

Technology

• The technology industry broadly consists of the systems (PCs, servers), semiconductors,

communications equipment software, internet, and IT services subsectors

• Increasing M&A activity: aggregation offering customers a one stop shop proposition

• Co-opetition: Leading vendors co-exist as competitors and collaborators

• Cloud Computing: Offering IT as outsourced utility has implications across subsectors

• Individual customers• Enterprise, SMB (small/medium businesses)

• Retail channel customers

• Subscriptions; licenses; maintenance; renewals, revenue per click

• Variable costs: salaries, advertising

• Fixed costs: R&D; equipment: gross margins, R&D

Description

Key trends

Customers

Revenue drivers

Cost drivers

2018 37

Additional reading

Online

Here we have listed external sources and additional

readings that are also useful for the case solving

team.

• Choosing the right kind of chart:

http://extremepresentation.typepad.com/files/cho

osing-a- good-chart-09.pdf

• Previous cases:

http://www.thecase.hk/case_solving/

previous_cases

www.caseinterview.com

www.bcgperspectives.com

• Data sources:

http://www.eiu.com/

http://research.thomsonib.com/

Offline

• How to structure your argument:

Barbera Minto – The pyramid principle

• Presentation design advice:

Gary Reynolds – Presentation Zen

Nancy Duarte - Slideology