SCMHRD Cases casebook consulting.pptx

Consulting casebook

1. 25 January 2022 CASE STUDIES

2. 2 Interview Transcript Case 1: Reduce Costs of Energy using Energy Device Your client, a manufacturer of electronic equipment catering to industrial clients in the US, has developed a groundbreaking product in their Research & Development department. This innovative device harnesses wind technology to potentially eliminate typical energy costs. The estimated cost to customers in India is approximately INR 1 lakh, requiring an investment of around INR 700 crores. Your task is to evaluate whether introducing this product into the Indian market is advisable. To gain clarity, let's start with some initial questions. Firstly, could you provide insights into the company's vision behind launching this product? The company recognized the urgent need to reduce carbon emissions due to the escalating environmental concerns. To align with international goals, the company initiated this project, aspiring to be a socially responsible entity that not only thrives but also contributes positively to the environment. Understood. I'd like more information about the specifics of the product slated for launch. The product is a sophisticated device leveraging wind technology to convert wind energy into electricity. It represents a significant leap in energy efficiency compared to traditional sources. Scaling up its integration could substantially diminish carbon footprints. The device requires exposure to mild to strong winds and periodic replacement of internal fluids and chemicals. Let's delve into the anticipated costs, distinguishing between Capital and Operational Expenditure. What would be the financial commitment for customers in these two categories? Customers would incur a one-time investment of INR 1 lakh, with operational expenses amounting to approximately 20% of the fixed investment. Considering the absence of wind energy-related incentives from the Government, are there other incentives worth considering? Presently, the Indian Government has not introduced any incentives. However, the company remains optimistic, anticipating a promising future landscape for incentives, given the existing incentives for electric vehicles (EVs) and solar energy devices. What is the competitive landscape in the Indian market? The market is currently in its early stages, characterized by fragmentation, with no single entity holding a consolidated market share. I'll take a moment to organize my thoughts before proceeding further.

3. 3 Interview Transcript Case 1: Reduce Costs of Energy using Energy Device Sure, go on I will determine the potential profits the company could generate in the Indian market by employing a mathematical breakdown. Profit = Revenue - Cost (Fixed investment and running costs). Cost is already given, i.e. INR 700 crore. Revenue = market size (in volume) * market share * price per product. To estimate the market size for energy-saving devices, I plan to make an educated guess. Considering the device's requirement for mild to strong wind exposure, I intend to perform a segmentation based on geography. Could you kindly furnish me with relevant information for this segmentation? That's a sound strategy. While the entire country experiences strong winds, they are seasonal. Regions like Leh -Ladakh, parts of Rajasthan, Gujarat, Maharashtra, Karnataka, and Kerala consistently have strong winds throughout the year. Given the significant investment required by households, our target market would be regions with sustained strong winds. These areas also happen to be among the most densely populated states, so I will consider 35% of the total population in those regions. Target market population = 35% of 1200 M = 420 M Also, there are, on an average, 4 members in a household Target market household = 420 M / 4 = 105 M Does this seem reasonable to you? Yes, it is reasonable. Continue. I will introduce a filter based on the affordability of the device, categorizing households into those that can afford the device without incentives, those that can afford it with government incentives, and those that cannot afford it at all. The first segment, comprising households that can afford the device without incentives, is economically more affluent than the other regions. Therefore, the affordable group, constituting 3% of the population, has an income exceeding 10 lakhs per annum. The might-be-affordable segment, encompassing individuals with an annual income between 6 lakhs and 8 lakhs, will make up 17% of the population. The remaining population falls into the non-affordable segment. Does this breakdown of percentages and reasoning align with your expectations? Affordable segment = 3% of 105 M = 3.15 M Might-be-affordable segment = 17% of 105 M = 17.8 M

4. 4 Interview Transcript Case 1: Reduce Costs of Energy using Energy Device Yes, that appears to be a sensible approach. Please go ahead. Additionally, within each segment, a subset of the population possesses a heightened awareness, enabling them to grasp the necessity for an alternative energy source. Consequently, we can categorize each segment into aware and non-aware portions. In the affordable segment, approximately 30% of the population exhibits strong environmental consciousness. Meanwhile, within the might-be-affordable segment, about 15% of the population demonstrates awareness. Do I need to make any changes? Conscious portion of affordable segment = 30% of 3.15 M = 0.945 M Conscious portion of might-be-affordable segment = 15% of 1.785 M = 0.26775 M No, feel free to proceed with your assumptions. Hence, if we assume that the Government of India has offered incentives in our favor, our total available market would amount to 0.00036225 billion households.. Our approx gross revenue = INR 121 crore Upon comparing the company's revenue and investment, the market appears unappealing. Given the unattractive market conditions, let me summarize. In conclusion, I would not recommend entering the Indian market for the following reasons. Firstly, consumer perception of alternative energy sources, particularly wind, is not very optimistic. Secondly, the majority of the population resides in non-viable areas based on geography. Thirdly, the government lacks any scheme or incentive, and relying on it could pose several challenges.

5. 5 Case 1: Reduce Costs of Energy using Energy Device Approach Facts and understanding This case primarily focused on entering a new market, commencing with the estimation of market size. However, the market proved unappealing due to limited adoption and insufficient policy support for the transition to sustainable wind energy in the existing ecosystem. Given that the device in question relies on strong winds, a geographical classification was conducted to gauge the overall market size. In the summary, the candidate effectively reinforced their recommendation with three clear and tangible reasons. It is highly commendable to articulate concise and specific justifications in support of your conclusion.

6. 6 Interview Transcript Case 2: Business Decision to continue using same Passenger and Cargo units. A client's company currently operates one passenger ship and two cargo ships in the Baltic Sea, serving the route between Finland and Germany. The existing fleet is aging and in need of replacement. The client is considering two options: maintaining the current configuration with one passenger ship and two cargo ships, or transitioning to two hybrid ships capable of handling both passengers and cargo. To assess the situation, I first inquired about the current operational environment. Subsequently, I conducted a thorough analysis of the costs and benefits associated with each option, also identifying any potential challenges that could impede the operation of the new hybrid ships. Here's an overview of the current market for shipping: 1) The shipping market is lucrative with limited competition. 2) Passengers - The profit is $1000 per person per round trip on average. The ships are used for recreational purposes, with passengers staying indoors due to the Baltic location. The cruise departs every other evening at 6 PM, arriving at the other port at 6 AM, and returns to the homeport at 6 PM, reaching back at 6 AM. 3) Cargo - The profit is $2000 per trailer unit for a round trip on average. Cargo ships depart daily, with one leaving from each port at 6 AM and arriving at 6 PM. How would the operation of the hybrid ships be structured? The hybrid ships would leave daily, one from each port, at 6 PM and reach at 6AM. At this point I asked about showstoppers: change in cargo loading time, passenger experience due to the presence of cargo, etc. There would be no problems in changing the cargo loading time from 6 AM to 6 PM for the hybrid configuration. The cargo would be in the hold, and won’t harm the passengers’ experience, which is mostly indoors anyway, since the Baltic is a cold, cold place and no one wants to stay outdoors. Capacities? The passenger ship has a capacity of 1000 people, though occupancy is 600. The cargo ship has a capacity of 120 trailer units, with utilization of 100 Growth potential? The market’s mature. Costs for buying /building, and operating the ships?

7. 7 Interview Transcript Case 2 : Business Decision to continue using same Passenger and Cargo units. The operating costs are the same. The hybrid ships cost $250 million each to build, the passenger ship costs $200 million, and the cargo ship costs $100 million each. I asked for a few minutes to check the numbers. You need some more information. The capacities for the new ship are as follows: - 800 passengers, with occupancy of 500, and 100 trailer units, with utilization of 90 units. At this point I ran the numbers. I considered the profits in each case over a 2-day period. In the old situation, there would be one round trip for passengers and 2 round trips for cargo, giving total profits of $1 million. In the new situation, there would be 2 round trips for passengers and 2 round trips for cargo, for a total profit of $1.36 million. Thus, in the new situation results in ~$65 million extra profits annually. Given that the extra cost for the new configuration is $100 million, the client can easily recover his extra investment and increase the ROI. Good. That’s what we told our client and he made lots of money! Other points covered: In the new situation the passenger cruise operation is more dependent on traffic from both ports. In the old situation it could depend on traffic from just one port. So if the economy in one country goes down, then the new operation is less profitable. However, given that the ships operate between Germany and Finland, and not with the ex-USSR states, the chances of an economy imploding are small. Given that the actual problem was easy, I think the additional comments about dependence on economy and other such “soft” analysis helps. Feedback was that I cracked the case……….

8. 8 Interview Transcript Case 3 : Big Green Fuels Big Green Fuel Systems, a prominent supplier of fuel additives essential for gasoline production, has unveiled an enhanced variant of ethanol that significantly boosts efficiency by 20% (measured in miles covered on a single gallon of ethanol). Despite the higher production costs associated with this advanced fuel, the market demand is substantial and escalating due to the rising usage of ethanol in fuel blends. The company has enlisted your team to assess the feasibility of this innovative product and, if deemed viable, to strategize the launch process. Does the company operate exclusively within the United States? Certainly, please focus exclusively on the market within the United States. Is there existing infrastructure in place to manufacture and sustain this product? It aligns with existing infrastructure in the external value chain, but Big Green currently lacks the capability for large-scale production. What criteria does Big Green want us to use to determine the viability of the project? Please develop your own criteria. What is the product's value chain from Big Green to the end consumer? Ethanol is transported from manufacturers to fuel blenders, who subsequently distribute it in bulk to filling stations, where it is ultimately sold to consumers. Is there a patent for this technology held by Big Green? Yes, they have a patent

9. 9 Case 3 : Big Green Fuels Structure / Framework This is a value chain analysis case. The analysis may include, but is not limited to, the following areas: Standard valuation (ROI + intangible benefits). What is the initial and recurring investment? What is the incremental profit from this venture? What can be gained beyond the sale of ethanol? What barriers exist for this product? How will the value chain respond? Can we make it? What is the standalone value of this product, and what is its value to other producers? Can we sell it? What will existing competitors do in response? STRONG PLAN Approach Includes valuation of the product as part of Big Green and at least considers its value for other firms. It is necessary to consider barriers to a successful launch (both internal capability and external pressures). Also a strong plan considers the competitive response and how it is manifested throughout the value chain. Intangible benefits (spin-offs, positive PR, etc.) should be considered as well. WEAK PLAN Valuation is important but not strong enough on its own. Failing to consider costs and investments (both fixed and working capital) is a shortcoming. Failure to consider the possibility of selling the product to another, more capable company shows lack of creativity. Intangible benefits (hard to quantify) are a strong opportunity to showcase creativity as well. Failure to consider competitive response and the full impact on the value chain would also result in a negative hit.

10. 10 Case 3 : Big Green Fuels Thank you for sharing your approach. Now I would like you to size the market for me. But I will give you some data. First, there are two ethanol-gasoline blends used in the US, E-85 and E-15. E-85 is 85% ethanol at 10% of the market and E-15 is 15% ethanol at 90% of the market. The number of miles driven in the US last year was 1,800 billion miles. Please give me the market in gallons for ethanol. This is a straightforward calculation, but it's crucial to establish the methodology first: the formula for gallons of ethanol is determined by dividing the total miles driven (1,800 billion) by the average gas mileage (X), multiplied by the respective ethanol content and market share for E-85 and E-15. To proceed, the interviewer should inquire about the missing average mileage (X), prompting a response of 20 miles per gallon. Substituting this value into the formula yields the result: (1,800 billion / 20) * 0.85 * 0.10 + (1,800 billion / 20) * 0.15 * 0.90 = 19.8 billion gallons of ethanol. It's crucial to note the missing information, prompting a request for the average mileage in the US (20 miles/gallon). Additionally, inquiries about the 20% additional efficiency can be made, but the interviewer may advise to disregard it. After the calculation, the interviewee should comment on the market size and express interest in understanding its fragmentation, with the interviewer indicating that it's highly fragmented. Certainly, despite the analysis revealing that the new fuel blend doesn't yield any cost savings in its development and delivery equal to its potential sales revenue, the CEO is determined to proceed due to personal commitment and reputation. Describe your approach to effectively appeal to each level within the value chain to promote this enhanced product. The value chain should be looked at from source to consumer: •Selling to blenders: the fuel blenders will have to blend 20% less (but will pay for it as a price premium). However, they could use it as a competitive advantage by differentiating on its basis. Additionally, it could reduce its distribution costs (delivering less to filling stations). Also, blenders would have a competitive advantage by being positioned for potential future government regulation. •Filling stations: differentiating factor for eco-sensitive consumers. Point of positive public relations. Appeals to drivers who want to spend less time filling up. Less refills needed from the blender, so less delivery costs. Could also make it possible to distribute gas from smaller tanks, making it possible to put new stations in formerly prohibitive locations. •Consumers: eco-friendliness. Higher cost of fuel set off by less need to fuel up (efficiency) and there is an additional value add since they’ll spend less time at the gas station.

11. 11 Interview Transcript Case 4 : Electric Car Manufacturer Growth We've been engaged by a startup specializing in electric vehicles to strategize the potential mass production of their prototype for the U.S. market. What kinds of vehicle(s) has the client created or produced? The client has developed a fleet of three identical prototype vehicles, all of which are light-duty, all-electric trucks. What are the client’s existing manufacturing capabilities? The existing manufacturing facility is quite modest, essentially functioning as a sizable research and development laboratory. What are the target markets where the client aims to sell their vehicles? The client intends to sell their vehicles across the entire U.S. market, nationwide. What is the target production quantity for the client in the first year of manufacturing? The goal for Year 1 manufacturing is to produce 150,000 vehicles. What is the proposed retail price for the vehicle? The pricing has not been finalized, but it is anticipated to fall within the range of $35,000 to $50,000.

12. 12 Interview Transcript How would you analyze the prospective market for this vehicle in the United States, considering different market segments? STRONG ANSWER WEAK ANSWER Breakdown of different customer segments in the U.S. auto industry (i.e. luxury, hybrid, vehicle class (SUV, sedan), etc ). Candidate should recognize that the potential market for the vehicle will depend on the price, its physical characteristics (i.e. amount of cargo/passenger space), range of the vehicle, choice and availability of distribution. A weak answer will contain only one or two examples of different dimensions that consumers use to purchase vehicles. Candidate should expect to get pushed for “what else” if your answer is too thin. How many employees will be required to build the desired first year production run of 150,000 vehicles? The following information is known about the production process: •The vehicle requires approximately 600 unique assembly steps. •Each assembly step takes approximately 30 seconds. STRONG PLAN Student needs to ask some clarifying questions: •How many hours per day (week) would the average employee work? 10 (50) •How many weeks per year does an average employee work? 50 Number of employees needed = 150,000 vehicles x 5 hours per vehicle/(2500 hours per employee per year) = 300 employee Case 4 : Electric Car Manufacturer Growth

13. 13 Interview Transcript Which alternatives should the client explore for expanding manufacturing to achieve mass production of the vehicle? Evaluate the advantages and disadvantages of each option. (This question aims to assess the candidate's analytical depth, expecting a well-organized response that considers underlying factors.) An effective response should delve into the advantages and drawbacks of different manufacturing choices. For instance, the client might consider establishing a manufacturing facility in the U.S., constructing one in a cost-effective Southeast Asian country, or opting for outsourcing production through contracts or joint ventures, either domestically or internationally. Key considerations encompass labor expenses, shipping logistics, quality aspects (both actual and perceived), regulatory factors, public response, proximity to suppliers, and other pertinent factors. Assume that the client has decided to build a manufacturing facility in the United States, what are some strategies that they could use to reduce costs. Discuss the trade-offs of each approach. Note: This question is designed to evaluate the candidate’s breath of thinking. Various approaches can be considered in response to this question. The optimal solution involves weighing the trade-offs between increased reliance on automated technology and a greater emphasis on manual labor. Automated technology demands a significant initial investment and entails high fixed costs but reduces variable costs associated with direct labor. On the other hand, less automation results in lower upfront and fixed costs but incurs higher variable costs. Additional potential answers encompass factors like the choice of location (favoring right-to-work states over union states), engineering optimization (streamlining processes versus customizing vehicles), and others. What guidance would you offer to the CEO concerning the decision to commence mass production of an electric vehicle in the coming year? There isn't a singular correct response. Additional perspectives that haven't been previously explored involve suggesting the client to contemplate licensing or selling the technology to a prominent auto-industry player with established manufacturing and distribution capabilities. Alternatively, proposing the formation of a joint venture or strategic alliance with an established player, or initiating a pilot program to identify and address potential technological challenges and assess market response. A strong recommendation should present a clear stance supported by compelling arguments, addressing both the risks associated with the recommended approach and potential mitigation strategies, along with outlining the subsequent steps. Case 4 : Electric Car Manufacturer Growth

14. 14 Interview Transcript Case 5 : Decline in profits of Non Profit Organization A non-profit organization has experienced a decrease in financial sustainability and has sought our assistance in identifying the factors contributing to the decline and generating ideas for improvement. From where does the organization derive its revenue? •Membership dues •University subsidy •Fiscal sponsorship revenue for accounting services Regarding expenses, what is the breakdown? The costs have remained consistent throughout the organization, totaling around $1 million. For those interested, the primary costs for the organization are predominantly fixed, encompassing labor, rent and utilities, magazine printing, software licensing, and postage for mailings. Can you outline the variations in revenue? •Subsidy ($200,000) and Membership ($300,000) have been steady and fixed. The fiscal sponsorship revenue has seen a decline ($500,000-400,000) •No product mix changes

15. 15 Structure / Framework This is a profitability case. The analysis may include, but is not limited to, the following areas: •Analysis of the causes of profitability decline - The first key insight should be that the declining revenue has led to declining profits since the costs are unchanged and service mix has not changed. •The candidate should then ask for the details of fiscal sponsorship so as to come up with potential causes of revenue decline in this area: •Fiscal sponsorship can follow several different models but in this case operates as a fee for service model, providing tax-deductible gift processing and accounting services for other organizations within the university community. Fees are based on a percentage of assets held under management. Revenue has declined from $500,000 to $400,000, and the fee is based on 50 basis points of assets under management. •The interviewer can then ask the candidate to come up with potential causes of fiscal sponsorship revenue decline. Some answers can be f ewer clients, the same client with less assets, deterioration of asset value without withdrawal (decline in investment value) The client has seen a significant decline in asset value due to significant investment losses. What is the net value of the asset markdown? •$100,000/.005 = $50,000,000 •The original value must have been $250 mil under management and is now down to $200 mil, which means the client needs to acquire $50 mil in additional assets to manage. In what ways do you think the client could boost revenue to compensate for the asset losses? – This is a good place to ask “what else?” •New clients (ask where) •Additional funds from currents clients •Other sources of revenue: •Magazine ads •Rental space •Increase membership donations •Try to increase membership participation through marketing •Direct donations •Increased subsidy Case 5 : Decline in profits of Non Profit Organization

16. 16 The client has discovered the possibility of extending fiscal sponsorship beyond the current client base. What issues do you think need to be considered before they open their services? •Revenue – within the community, the client believes it can obtain an additional 20 clients who bring approximately $1.5 mil each for the client to manage. •Cost – The acquisition costs are minimal, but the client would have to hire an extra analyst ($50,000 fixed) to help manage the new clients’ accounts. •Capacity – the client’s current staff would be insufficient and would require hiring a new analyst at $50,000 (see cost) •Legal – the client is allowed to offer its services to other non-profits whose mission fits with its own •The new project would bring in $1.25 mil * 20 = $30 mil in assets, which would produce .005 * $30 = $150,000 in revenue. •The new project would cost $50,000. •The net result is an additional $100,000, which compensates for the revenue lost. Additionally, since the client revenue is tied to invested assets, hopefully these assets will provide positive returns in the future and additional revenue growth. Recommendation The response indicates that the client is facing a decline in profitability primarily linked to reduced revenue from fiscal sponsorship, stemming from a drop in asset value resulting from substantial investment losses. To counteract this downturn, the client requires a minimum of $50 million in additional assets to oversee. One recommended strategy is to expand the existing client base to accumulate extra assets for management, as the associated costs are manageable, offering an opportunity to recover lost revenue. Furthermore, this approach holds the potential for yielding long-term future returns. Case 5 : Decline in profits of Non Profit Organization

17. 17 Interview Transcript Case 6 : Petrol Supplier Your client, Mobil, is an oil company that wholesales petrol to ABC, a private entity owning petrol pumps in Mumbai. Mobil's sales at these pumps have remained stagnant for an extended period, and they are seeking strategies to boost profits. What recommendations do you believe Mobil should put forth to ABC to achieve this objective? The goal is to assist Mobil in providing recommendations to ABC in a manner that enables Mobil to enhance its profits. It is presumed that these suggestions should not adversely impact ABC's existing profits, as ABC might be hesitant to implement changes that negatively affect their earnings. Is this understanding accurate? Certainly, that observation is well noted and acknowledged. What is the scale of petrol pumps involved? Is the issue localized to specific pumps, or is it a widespread problem across all outlets? ABC currently possesses a total of 100 petrol pumps, and the issue of stagnation has been uniformly experienced across all these outlets. Is this trend widespread across the entire industry, or is it exclusive to Mobil? We do not have data on other companies.

18. 18 Strategy Case 6 : Petrol Supplier I aim to analyze Mobil's profit structure to pinpoint opportunities for profit growth. Following that, I intend to scrutinize ABC's profit structure to ensure that the identified opportunities do not have an adverse impact on ABC's profits.

19. 19 Interview Transcript Case 6 : Petrol Supplier Mobil has four potential avenues for boosting profits: It's not just a possibility; Mobil runs the risk of losing their supplier contract to a competitor. You might be wondering why raising the selling price isn't a viable option. In the event of an elevated petrol purchase cost, ABC would have to compensate for the reduced profit by passing on a higher price to customers. If ABC could successfully implement a higher pricing strategy and capitalize on increased profits, it's probable they would have already pursued it. Consequently, raising the purchase price becomes challenging for Mobil as it could adversely affect ABC's profitability. Is it feasible to lower the cost price of petrol? No, we excel as the most efficient company in both manufacturing and distribution. Enhance the quantity of petrol sold per pump. Nevertheless, the volume purchased by ABC is entirely dependent on demand. If we can devise a method to boost the demand for petrol, it would benefit both parties. Okay. Can Mobil explore supplying to additional petrol pumps? Is there a possibility for them to establish new petrol pump outlets? Typically, contracts between petrol companies and pump owners are of a long-term nature. Therefore, supplying to additional pumps in the near future is not feasible unless we can provide a significantly lower price. There are currently no plans to construct proprietary petrol pumps. We might consider exploring this option later, as it is unrelated to ABC at this time. Therefore, option 3 (increasing volume) appears to be a feasible choice. I now intend to examine ABC's profit structure to ascertain whether enhancing the volume sold to them can be done without adversely impacting their profits.

20. 20 Case 6 : Petrol Supplier x + x x - -

21. 21 Interview Transcript Case 6 : Petrol Supplier Observations: 1. The petrol pump business earns ABC more profits than the convenience store. 2. The convenience store traffic depends directly on the petrol pump traffic (factor of 30%). 3. A convenience store transaction is more valuable to ABC ($3.3) than a petrol pump transaction ($2) To increase the volume of petrol sold to ABC, there needs to be a demand for the petrol at the customer end. I want to know why customers come to a particular petrol pump over another. The major drivers are: ( i ) Location, (ii) Price, and (iii) Service ABC petrol pumps are quite well-distributed in the Mumbai city. So we can overlook location. Their prices are competitive. Their service is top notch as well. Interesting. Considering the competitive pricing, I am interested in investigating the potential for ABC to reduce the price of petrol, anticipating a potential increase in transactions. However, it's imperative to ensure that this doesn't lead to diminished profits for ABC. How does the demand for petrol fluctuate in response to price changes? What is the influence of these price variations on profits? Lowering the price does lead to an increase in demand. However, it results in a slight decline in overall petrol profits. This seems challenging. The only available avenue to enhance Mobil's profits in the short term doesn't align with a favorable outcome for ABC. Are you certain? Have you thoroughly examined all the profit parameters within ABC's profit structure? No. We haven’t. We are yet to analyze the impact to profit of the convenience store. How do its profits change with the reduced petrol prices? The revenue depends directly on the number of people visiting the petrol pump. Will the increased traffic in convenience store - and subsequent increase in the profits - compensate for the marginal dip in petrol profits? That’s right. The convenience store profits will offset the dip in the petrol profits. Excellent! This means that we can get ABC to reduce petrol prices and still make a higher profit than they used to earlier. I believe this solution works out perfectly for both parties. One concern though: Won’t competitors respond to a 10% cut in prices? Mobil supplies petrol at the lowest price. Hence, it is unlikely that any other pump will be able to offer a lower price to customers. On the point of services: Can ABC include new services (car wash, air filling station)/ improve existing ones to attract additional customers? On a side note, we could also recommend Mobil to participate in the next step of the value chain (since it is reasonably profitable) i.e. to build their own pumps. This exercise will require significant investment and is a risky proposition in the absence of hard data (of a correlation between better services and customer traffic). So, let’s not look into this. Good work.

22. 22 References Case 1 – “ Reduce Costs of Energy using Energy Device” from IIT Varanasi Casebook ’22, Pg 100/187 Case 2 – “ Business Decision to continue using same Passenger and Cargo units” from Management Consulting Assosiation Guidebook by Columbia Business school Case 3 – “ Big Green Fuels” from Darden Consulting Casebook Case 4 – “ Electric Car Manufacturer Growth” from Darden Consulting Casebook Case 5 – “ Decline in profits of Non Profit Organization” from Darden Consulting Casebook Case 6 – “Case interview cracked” by Sankalp Kelshikar | Saransh Garg