麦肯锡案例面试题：Great Burger 案例分析(英文,有答案)

麦肯锡案例面试题：Great Burger 案例分析(英文，有答案)

Practice Cases

Great Burger

Introduction

To 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

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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 head–to-head with McDonald's, Wendy's, 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.

GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.

QUESTION 1

What 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 HD

?Growth in market for doughnuts

?HD's 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 margin

?Capital required to fund growth (capital investment to open

new stores, working capital)

Synergies/strategic fit

?Brand 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 fit

?Capabilities/skills of top, middle management

?Cultural fit, if very different, what percent of key

management would likely be able to adjust

Ability to execute merger/combine companies

?GB experience with mergers in past/experience in

integrating companies

?Franchise 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?

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The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.

QUESTION 2

What 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 costs

?Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporate

management

?May 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 different

?GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superior

skills in lease negotiation)

Increase revenues

?Sell doughnuts in GB stores, or some selected GB products

in HD stores

?GB has much greater international presence thus likely has

knowledge/skills to enable HD to expand outside of North

America

?GB may have superior skills in identifying attractive

locations for stores as its sales per store are higher than

industry average, whereas HD's is lower than industry

average; might be able to leverage this when opening new HD

stores to increase HD average sales per store

?Expand HD faster than it could do on own–GB, as a larger

company with lower debt, may have better access to capital

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QUESTION 3

The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s 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 = $6B

?HD sales if double market share: 50% x $6B = $3B

?Per store sales: $3B/2.5 (1000 stores) = $1.2M

Does this seem reasonable?

?Yes, given it implies less than double same store sales growth and per

capita consumption is predicted to double.

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QUESTION 4

One 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

stores

?Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales when

competitor doughnut store opens nearby

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QUESTION 5

What 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 GB's sales?

ANSWER 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

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QUESTION 6

You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is the

CEO–what would you say?

ANSWER 6

You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as

directly and practically as possible.

Answers may vary, but here is an example of a response:

?Early findings lead us to believe acquiring HD would create significant

value for GB, and that GB should acquire HD

?Believe can add $15 thousand in profit per GB store by

selling HD in GB stores. This could mean $50 million in

incremental profit for North American stores (where

immediate synergies are most likely given HD has little

brand presence in rest of world)

?We also believe there are other potential revenue and cost

synergies that the team still needs to quantify Once the team has quantified the incremental revenues, cost savings,

and investments, we will make a recommendation on the price you should

be willing to pay

We will also give you recommendations on what it will take to integrate

the two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD

麦肯锡案例面试题：Great Burger 案例分析(英文,有答案)

麦肯锡案例面试题：Great Burger 案例分析(英文，有答案) Practice Cases Great Burger Introduction To 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.

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知道自己的市场定位后，就要分析该市场的抑制、驱动因素。要意识到影响这个市场的环境因素是什么？哪些因素是抑制的，哪些因素是驱动的。此外还要找出哪些因素是长期的？哪些因素是短期的？如果这个抑制因素是长期的，那就要考虑这个市场是否还要不要做？还要考虑这个抑制因素是强还是弱？ 对一般新创公司来讲，它找的多是新兴的市场，这就不如一些传统的市场如汽车市场那样成熟，大家可以用一些成型的模式或数据来进行分析，如平均每年增长多少。当然一些老的模式今天也都面临着新的挑战。如WTO就是一个有可能是驱动、有可能是抑制的因素，目前大家谁都不知道，而且它对每个行业的影响是不一样的。要意识到影响这个市场的环境因素是什么哪些因素是抑制的，哪些因素是驱动的。此外还要找出哪些因素是长期的哪些因素是短期的如果这个抑制因素是长期的，那就要考虑这个市场是否还要不要做还要考虑这个抑制因素是强还是弱如一家外国想在中国开公司，但中国的规管制度对它是一个抑制因素，不让它做。但随着WTO的实施，这项制度就成为一个短期的抑制因素，短到7年，所以从长期来看，外国银行还是要进入这个市场，虽然现在还存在一个很强的抑制因素。 第三步：找出市场的需求点 在对市场各种因素进行分析之后，就很容易找出该市场的需求点在哪里，这就要对市场进行分析，要对市场客户进行分类，了解每一类客户的增长趋势。如中国的房屋消费市场增长很快，但有些房屋消

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McKinsey Problem Solving Test 类别：SHL问题数：13总分：130分 Kosher Franks Kosher Franks is a company that sells hot dogs and other packaged meat products, such as salami and lunch meats, in the United States. Kosher Franks’ products are primarily sold through grocery stores. While not a very large company, it has strong brand recognition in the packaged meat market and a reputation for high quality products. Kosher Franks’ customers are large grocery store chains or grocery distributors, who sell to smaller chains or independent grocery stores across the US. The prices, which Kosher Franks presents to these chains or distributors, are negotiated individually and depend on many factors. Some of these factors include the volume to be purchased, whether the customer is a new customer or an existing one, and any promotional or marketing arrangements that have been agreed upon with the customer. The stores then sell the products to consumers at a higher price in order to make a profit. Table 1 shows Kosher Franks’ data on this year’s sales revenue and the average annual revenue growth over the last 5 years. The data in Table 1 is broken down by major product category. Kosher Franks manufactures all of its own products and invests significantly more resources than its competitors to ensure superior quality. This is especially valuable to them because this type of product has a poor overall reputation for quality in the United States. Kosher Franks was founded almost 100 years ago, and until recently, was run as a family business. However, after almost a decade of poor sales growth, the company was acquired last year by a major conglomerate, FoodInc, with the goal of increasing sales. The CEO of Kosher Franks has asked a McKinsey team to help him identify ways to improve sales growth while maintaining good levels of profitability. He states that a 10% annual sales growth should be the target. In five years time, he wants to be able to look back and see an annual sales growth of 10% or more for each of the previous 2 years, or Kosher Franks will no longer be part of FoodInc. Exhibit 1 represents four potential scenarios for Kosher Franks’ future sales growth, with Year 0 rep resenting this year. 问题1：According to the CEO of Kosher Franks, which of the scenarios

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