BCG Case Interview (Candidate-led): Internet Service Provider Revenue Growth

[Music] andres happy to be with you today uh welcome to your final round interview we're ready for the case portion you ready i am ready thank you so much all right great let me tell you a little bit about our client um so you're on a team that's been staffed on a project with revolutionary internet revolutionary internet is a leading isp internet service provider based in the united states disruption in the industry from the pandemic and increased competition from innovators like elon musk's starlink really hasn't been kind to the company profits were down significantly in 2020 and the ceo recently announced that 2021 will be a reset year he sees this setback as an opportunity to rebound and bounce back with aggressive revenue growth now within the organization the ceo has been getting mixed messages on how to proceed how to achieve that growth now one campus of the mind that revolutionary internet should ditch the internet service offering altogether and focus on their content creation another faction thinks the company should focus on connectivity alone the final camp thinks that a balanced focus and approach on both is the best revenue growth strategy perfect um great so just if i could recap some of the information that just threw with me um so we have that our client is revolutionary internet and there happened to be one of the leaders in the u.s um of course elon musk is there competing against every everyone so um elon musk with this company is startling it's one of our main competitors we noticed that our profits are currently down and um we won 2021 to be a research year um i i was wondering if you could explain to me what a research year specifically means um and and basically within this year we want to aggressively uh impact our revenue growth and there were some options that you gave to me um on the different perspectives that the company is trying to approach but um yeah we just wanted to see if you could just clarify that one point for me first okay sure um so first let me catch you on one piece um you know elon musk starlink company is really just an example of the changing nature of this space in general i wouldn't necessarily consider it like a key competitor at this stage uh you know the the ceo of ri is looking for a reset year yes and all towards the growth all towards the goal of aggressive revenue growth got it perfect and then the different options that you mentioned were to either completely ditch the the internet field uh just focus on our content creation and or focus on on the connectivity aspect of the organization correct perfect so we want to [Music] we want to create some revenue growth and therefore increase profitability so if i could just take a moment to sort of work on my framework share with you sounds great thank you okay perfect so this is a very interesting uh project because we're trying to create some revenue growth and and when i like to talk about profitability problems you can either always reduce costs but you can reduce costs only up to zero percent revenue is always something that you can increase tremendously so so that's always great because it allows a lot of creativity so now when looking at the structure that i want to work on so i have three main buckets the first one being my profitability so trying to understand where our profits are being impacted and how much they're being down so far and then this will help us understand what a new profitability structure will look like in the future second the market itself so um within the the background that you provided it was very clear to me uh what a competitor landscape looks like so um understanding what these new changing uh opportunities in the in the field mean uh in terms of the on the competitors and then within uh and then the next bucket being customers i i need to understand sort of what customers we were tailored to so going into each individual one of them so um i'm going to try to keep it high level and if you have any questions about the details of these feel free to ask i it's a little bit hard to assume to to maintain an issue tree but um in the profitability i want to know uh specifically where we're being affected in our profits are we having increasing costs are we having uh just um lower revenues lose enough of of the volume of the products that we sell in offer and understanding the specific services that we provide uh within the market it's understanding the market share and the market size of of the different um the four initial options i mean the three initial options that you presented in the background the internet the content creation and the connectivity and within the customer um i think it's very valuable to see what current trends we can see on customers and understanding what they want and what are the biggest markets to to sort of uh pursue and expand with our new um recent year and and possibilities of things that we want to do so within data structure um i think maybe if we can dive a little bit more into the background of the market itself and the customers that i mentioned and then jump in a little bit into the data of profitability to see what are the most feasible options for us it's an approach that maybe i would like to pursue okay um and and all under the ceo's goal of aggressive revenue growth correct correct all right so where then would you like to start um [Music] yes so um are we so i mentioned that um maybe understanding the profitability behind the individual opportunities like how profitable is the content creation how profitable is the connectivity itself how much profit are we losing by ditching the internet section so um i wanted to see first of all what um our profits and and i mean what the revenue is in each one of these sections and whatever fixed and variable costs are within them um that would be one data point that i will really appreciate and then the second one is you make a key at point on aggressive revenue growth so i mean aggressive means differently for each company so i wanted to know if maybe you had any specific targeted amount of growth that you're expecting in on a specific timeline several good questions yes um so the ceo has not given us a specific concrete number yet in terms of the revenue growth that they're pursuing um and you know we really haven't been given a lot of cost data either so um that's not really going to be a main focus of our efforts got it okay so if that is if cost is not so much of a focus that we have anything in terms of the revenue uh in each one of the segmentations just to understand how um our company diversifies its its revenue streams and how would you think about those segments yeah so um initially i think of [Music] the i will think of with your question you mean a little bit more of like what i think uh each one of the segments has greater market share within our revenue segmentation is that what your question is yeah well when we say revenue you when you say segments that could mean various different things i'm curious you know if what type of segment oh but yeah definitely so um i mean for example like we have within the connectivity so the services that we provide within connectivity is do we have uh we do we sell the product to larger corporations or we sell it to individual customers uh within the content creation um is it mainly through any specific platform do we receive um the do we receive uh is there a monetization through um i don't know through clicks through visits through um through amount of content that we sell specifically um and and if we were to approach an opportunity like just completely going off of the internet um industry part of it so like how much revenue we'll be losing in that specific sector lots of good questions in there you know some of what you said certainly points to the fact that we just need to understand a little bit more about this company what the real offering is what they're doing um so i can tell you that you know um revolutionary internet offers a low speed connectivity service they also do create and provide content to those customers you could think online articles stories videos and and print type um now some of this content is proprietary we do also partner with various content providers and the this content it is there's a little bit of a lead time to it it takes six to 12 months to complete but if we think about those two different pieces of the business connectivity and then content creation that's you know that's at least some some basic level information of of kind of what what's going on here at ri got it thank you and um going off in the in the line of um understanding a little bit more of of the company itself when when we talk about teaching the internet uh field the internet sector what a specific um part of it or like we talked about connectivity we offer the lowest bit connectivity for our customers what is ditching the internet mean exactly for us um so in terms of the the one faction within the company that believes we should only focus now moving forward on content creation and no longer offer an internet service connectivity no longer be truly an internet service provider in that in the purest form of that um so there is a section of the company that thinks that that is the way forward got it okay yeah um well i can see that being a huge interest especially um seeing since the internet sector is changing so much so rapidly um so i think maybe i just wanted to explore within these two options that we currently have and maybe uh as we gather data trying to understand what other possibilities we we might have for the company to pursue so i i noticed that within the content development and and presentation there is a lag in between and and it tends to be a pretty large amount of time um that will we only we will only be seeing results until later on um compared to like a low speed connectivity which if we make changes we can see them more a lot rapidly in in our revenue streams um so i i feel like i need to understand a little bit more in context where our company stands compared to other organizations so like if we were to ditch the the internet sector uh why would we be do so if we're a major player for example and when we hold a large percentage of the market of the market share then it wouldn't be too feasible maybe we can do some tweaking around within the product service that we offer rather than just completely switching around so i i don't know if you have any any data respecting the the market share and the market size of the low speed connectivity and maybe the content creation as well um well you you did ask about our competitors right so i i can tell you that the competition competition general in this space this low-speed dial-up space really has been fierce uh it's been driving our the prices down overall across the market um then you we were also you wanted to look at market share right so i can tell you that currently ri has 45 million customers in the u.s a year ago they had 60 million customers well that's a pretty large decrease that's 25 of our customer base um last year no um and do we expect these these down more in in amount of customers to keep decreasing was there like an introduction of a new product and did you sort of switch that one time or is it going to be an accelerated downward growth well we definitely know that the client wants to take this time working with us and focus their strategy on certainly mitigating that loss and reversing it if at all possible but again all towards revenue growth it perfect um so i think you you you bring a key point there and it's about trying to reverse this the this lost in revenue these lasting customers so it sounds to me that the client is still open to the idea of improving its its current sector and the lowest speed connectivity and trying to regain that that customer base and therefore increasing their their revenues there so um in terms of you you mentioned that the competitors are being extremely fierce and is it through the implementation of new products is it through um them having lower costs therefore reducing the the the prices of of the products that we currently have can we match that at any point so maybe if you have information in terms of um the product segmentation from our competitors how unique our products are and if we can diversify ourselves a little bit more mm-hmm at this stage what what we know and what we're focusing on is we believe that for us a section of our clients it really is important to them those internet speeds and we are at the moment just a low speed provider um but for other of our customers they really are price sensitive and so um yes the overall market pressure our pressure from our competitors has been driving down price across the board so for these different segments of customers we we find that they have different needs got it and then um not familiar with the internet connectivity um sector but like in my head it wouldn't sound too hard to switch from a low speed to a higher speed maybe it's a couple of investment like a one-time investment into um increasing the signal uh in in different locations so maybe if you could explain to me what it would look like to to switch from a low speed to a higher speed if this is even feasible or if it will require just enormous amounts of of investment andres why don't i actually put that back on you for a second why don't you just take a minute and think about you know to the degree that you understand this space what do you think some of the costs would be associated with developing a broadband high-speed product offering yep definitely so let me just take that minute um okay so when i think about the costs i'm thinking about a variable cost and fixed cost when in the fixed cost i immediately think of how much this new technology of advancement is going to cost me i think that's going to be the major uh cost in these one-time approach and i'm seeing these as i don't know having more receptors around the country or having better um transmitters i'm not quite sure and then uh within the variables um i'm assuming that this technology is going to create new services that we need to provide in a yearly basis so um labor is going to be divided in like technicians um that are going to come in and do the repairment uh it's going to be also into the the volume of how the product will look like i don't know if we provide this service to like the boxes of wi-fi that we have at home or if we provide it to larger customers and companies um therefore providing more like um larger um capacity ones or if it's just like through whichever way that that product would look like the cost of that volume um will be another variable that i see um another variable cost that i see and probably some r d under the fixed cost because it's going to be a new adventure for us and then [Music] and then if we were to look at um when we when we get to to analyze the data within these costs of um what it will cost to switch to a higher speed we will we will then look at okay is this even going to be feasible um with the amount of customers that we have how many customers are they going to be switching or or we need to analyze what the return of investment will potentially be in terms of um of how much we invest in the customers that we'll have to gain to to come up to a break-even point um you also mentioned that a lot of our customers are price sensitive so um understanding that we're gonna have to be within a within a lower range of price it's probably gonna expand that return on investment time a little bit more is is going to be something that we're going to look for potentially um that being within the low speed connectivity um specifically and then within the development and presentation of content we will also need to understand um what our business model is there in terms of how much content we create for our targeted customers and how the revenue streams in there look like great i think those are a lot of good ideas um you know you mentioned uh the the the technology aspect um the various kind of overhead pieces that are going to be involved but also we're going to have to understand the the the content development piece the advertising piece etc um so i think you have you know i think you've got a good base understanding of maybe what that would take um again today we're just at that low speed dial up connectivity plus some of that content creation that we do in-house we partner with others um you know but back back towards our our main focus and main goal here um what else do you think that you might want to understand towards the ceo's objective yeah so um trying to understand aggressive revenue growth within these ceos perspective um i can see how um increasing costs under the low speed connectivity it's definitely going to have a toad on the on the revenue for for a while until we see changes on on increased revenue um so not so much for aggressive revenue there the development of the content is something that we already have unless we spend a lot more money on developing better content and therefore selling more of it we're not gonna also see aggressive revenue growth there so i'm trying to think about what other options um could look like in terms of um in terms of in terms of the company capabilities and maybe if there were some synergies with any specific trends going on around the market right now that we could explore that is a completely new uh complete new venture but at the same time it doesn't require a lot of initial investments that we can explode into into an aggressive revenue growth well it does it does seem interesting to us as we've looked at the trends in our current and previous customer base you know looking at that and understanding that there's a segment that is price sensitive and understanding that there's a segment that you know really cares about uh the the speed of their internet there's there's another segment that cares about uh convenience and simplicity so what do you think about that um in my inconvenience and simplicity we mean in in terms of ease of use of the product yeah that it's that it's easy to set up and maintain um and i was wondering do we have any uh i know sometimes we can have a data representation in terms of how we're hitting those targets of of um of price sensitivity of higher speed of convenience simplicity which within higher speed i'm expecting a low um a low rating but compared to our competitors and see um and see where we're focusing a little bit more of our of our sort of costs and not to generate more costs but maybe what we need is a restructure on on our our cost our in-house costs so for example per se um let me think of something in the spot so per se let's say we're spending a lot of money on the development and presentation of content let's say this doesn't these weren't to bring us a lot of revenue but it seems that high speed is what people want right now and it's what's going to increase our revenue tremendously so maybe shifting the the cost that we that we currently have allocated to to the development and presentation of content towards increasing that higher speed or the other way around it's something that we could potentially do so um i'm not sure if you have any customer satisfaction surveys that could tell us how we're being graded in in the individual segmentations of of the customer preferences well i don't have a customer satisfaction surveys but we do certainly know some about our client base and their desires in these areas what we've actually found quite interestingly is that these needs really very have a high correlation with age group so if we look at you know segmentation of our customers based on age we find that there's a section of our customer base that's under 20 years old and for this group they really largely are focused and driven by price they're looking for cheap connectivity they're very price sensitive um then if we look at the our customers that are age 20 to 45 we find that this group is really focused on internet speed they have a a higher need for high speed connectivity and there's a higher desire for that broadband service then if we look at our customers older than 45 years of age we find that they are very driven by convenience and simplicity of the product got it perfect and then um do we have any information in terms of how um what percentages of customers we have for each of each one of these different age groups yeah great question so um about a year ago you know we knew that we had 5 million customers under 20. we had 35 million customers between the ages of 20 and 45. we had 20 million over the age of 45. now for those youngest customers about half a million of them have left in the last year for the middle age group 10 million left for the highest age group 4.5 million left got it so i um sorry can you repeat under 20 what our initial value was 5 million a year ago got it so um i see that i can understand why under 20 it's not so much of our market i mean i'm always stealing wi-fi from whatever i can get it for free um but 20 to 45 a little bit more subtle people that already work work from home now we have a tremendous amount of of our customers shared there in fact is um let's see 25 30 60 so is a little bit more than 50 of our of our customer segmentation um and we see a complete decrease on it so we have 10 million of customers that have left and we know that from previous year or from the overall one we we had um [Music] sorry my i apologize my customer base just doesn't add up you initially said that last year we had 60 million customers and now we have about 45 million customers and when we did the breakdown we said we had 5 million under 20 20 to 45 35 million and over 45 we have 20 million and sorry sorry that is six million yeah yeah sorry about that uh no so what i was trying to say is we had a loss of 15 million customers in total and that 10 million that left plays on a major role there so i think going specifically into that section will definitely uh create the highest impact on our revenue growth but at the same time when we were talking about cost into switching to a higher speed within my understanding is that we will have to do larger intel larger investments uh into these um specific um customer segmentation so i wanted to know um i'm a little bit tired on the part that we don't have any data within the cost within the cost itself of switching into higher speed um so maybe exploring a little bit more of what it would look like to increase um effort into let's say the 45 plus which are more into the convenience and simplicity and we seem to be doing okay in that sector so maybe shifting a little bit of our uh product from the 20 20 to 45 into the the 45 if that's something that that we might be even considering so i wonder if we have any information in terms of if are these all the same product that we offer do they all do do we get the same revenue from from them and individually per volume based like per unit based or or like for under 20 we offer like i don't know student pricing and then 20 to 45 we offer a more um a larger package um yeah but there is a little bit of variability in our pricing but just just like many other internet services it's a subscription model when the average price is about 40 a month so andres given what you know now and what you know about our objective what recommendation would you give to our client yeah definitely so um if i could just take a minute to absolutely thank you um great so um this was a very interesting case specifically since we have a very um um a very overachieving goal which is to switch into an aggressive revenue growth especially when we're fighting against uh faster changes in technology so within the the scope of the of the analysis that we just did we we noticed that there is a downward growth of about 25 of the customers that we're losing um and we see that most of us is due to technology changes so within our customer segmentation we're losing 10 million customers that are very very interested in that high speed [Music] point and um we think that in order for us to to to jump into that wave of increasing revenue um there there is a potential of doing an initial investment towards switching from low speed connectivity into high speed connectivity because we can we're already leaders in the us and we can maintain some market share and therefore maintain some of the customer segmentations that we have in increasing revenue um i think there is a need to further analyze what this initial investment will look like and how feasible it is in in terms of years but overall i think there there is a lot of opportunity to do the growth as well in the development and presentation of content perfect thank you so much thank you all right andres how do you think that went um so it's i'm having a little bit of trouble with the notion that it was like very it was very different how the data was provided so it was like a very storytelling case to me and i was having a lot of difficulty trying to gather that data that will help me analyze um different possibilities different options um it seemed to me that there was a lot of uh it was more like a brainstorming case type of deal i think that i'm good at brainstorming and bucketing when those questions are asked but i think at the beginning i lost a lot of time because i didn't really understand the background or what the company did so then i was trying to [Music] sort of maybe fit any structure or trying to play along like i knew what the what the product that we sold was maybe hoping that at some point you will unleash some of the of the answers which i think is not the best strategy going into one of these cases and i should just assume the mistake that i did not really understand what the product that we offer was um so i think that would have helped me um jumped into into conclusions a little bit sooner and drive more insights within the time frame yeah those are some good thoughts let me so my my summary overall to you is that um you did okay on this case you i i can see the potential in you because of your you know you you had a never-ending stream of thoughts and ideas you were very good at uh verbalizing your thought process and that let me understand where you were at every point in time however there was a lot of there was some rambling at points there was some opportunity for you to be crisper and more straight to the point about what you wanted to know and then i could give you a check or give you an x and then we could move on um and that idea that you just gave me of um not fully understanding the the context and background of the case and the product offering now that was that became clear to me about halfway through but with that context in mind with that context in mind to be honest you did very well however you really did miss the opportunity off the top to be able to just lean into that a little bit more and to feel the freedom to lean into that you know there's on one hand i could say oh i feel that this is a fairly approachable case everybody has to get their internet from somewhere you know there's kind of low speed offerings there's high speed offerings but at the same time there is a lot of complexity in this space right so the degree to which you want to ask and you want to be up front you know you did really well about halfway through to say i don't understand a lot i don't have a lot of familiarity with this space so dot dot dot if you can imagine if you had done that off the top and go ahead and asked your questions about um you know just getting a better base understanding of the the landscape um and and what the offering really was um i would have been happy to share that with you and just kind of talk it through with you for a couple seconds to give you a little bit of a better understanding you know in terms of withholding in terms of withholding slash not fully offering you information i would i would rate my own difficulty in giving you this case as about an 8 out of 10. you know i i could have been a little bit worse of course but in general i wanted to see fully where you wanted to go and i wanted to have you ask for specifically what you wanted now with those thoughts in mind let me go through just briefly chronologically through the case let's go through a couple of different points so upfront with the prompt and then the recap um you you gave about a 50-second recap and then i answered a question and then you had about 15 seconds more overall the the length of that conversation and the length of that portion i think was great um the the point of improvement there was in your first recap that you gave me you asked a question about midway through um and so if you could have withheld that to the end that gives me a better confidence in you to not just have stream of consciousness running through right so you give me your full recap then you ask your question i can respond um we can do another round of that you know if you need and then move on uh you then moved into um putting your framework together and you really only took a little over a minute to put your structure together um now this will be on recording you can go look back i timed about a minute five um so that's that's pretty low um and so if you had any you know in terms of feeling out you know the length of time for that to take you you could have offered yourself a little bit more time to to do that that would have allowed you to go into a little bit more depth into your buckets and to make sure that that things were messy the way at least then that you described your framework back to me you you told me a little bit about each bucket and then you you more fully went into each of the buckets i would probably appreciate more if you would have given me the overview of your buckets first in a in a quicker manner and then dive into each um i think that just when you when you hear it back and you you re-watch this um you know i think that you'll agree with me on that um then as you went through the buckets um uh one one thing that i mentioned that i that i caught was um in your customer bucket you mentioned uh you mentioned markets but then markets was your whole second bucket oh yeah and so there was there was just a little bit of kind of unnecessary i felt overlap there um at least in the way that it came across on the page would you be willing to share to the camera what that framework looked like on your page yes i have awesome yeah okay market customer yep we got profitability on the top perfect awesome thank you thanks for sharing um it became evident to me at this point in the case that somehow it had been a little more anchored in your head the concept of profitability rather than pure revenue growth and so i tried to uh just plant a couple of seeds through the case to to remind and to point back to the direction that it was aggressive revenue growth it's revenue growth that we're focused on we don't have a lot of information about costs at this point right and those clues perhaps could have given you the direction to then look more directly and more quickly at okay well what is revenue like well how many you know how are we how is this company making money you know how do we charge our customers how many customers do we have what do we know about these different customer groups how do we think about the different customer groups um and so and when you mentioned segmentation you i pushed you a little bit because i wasn't just going to give up the full customer segmentation data you actually were asking at that point in time about product segmentation but the the difference between our content offering and our um our internet you know connectivity offering because it's just a subscription model we don't really have a lot of information about um you know what what there isn't those things don't don't drive revenue necessarily in different ways in the sense that our customers are paying one flat fee for a monthly subscription to this full you know suite of offerings um and so you know towards that um it was pretty late in the case then as well you know you did get to the point to ask about the the billing um and you know kind of how we how we make our money that overall you know we average forty dollars a month um we did get to the point where i was able to share the some of the customer data um and you did um you did a couple you know you got the gist of what was there right it was that for this middle age segment um the highest percentage that's the highest percentage of our customer base traditionally and still but also the highest percentage that that left when we think about over the last 12 months now we know that that age group really is concerned with higher bandwidth needs and the desire for broadband services and so um there was there wasn't there was a chance there was an opportunity to maybe to maybe do a little bit more math with those numbers to be able to look at the the percentages and the breakdown and fully understand um and be able to compare that to uh the other segments and and come back at the end and tell me a little bit more about um why you know regaining or focusing on that segment is important in this overall goal of revenue growth um but you did come around at the end and tell me that you thought it was that this segment was important because we had lost 10 million customers from this segment um i think that was great in terms of that overall final recommendation you know it would have been even better if you had put that into a percentage even you know based on the overall customer base or based on that segment uh it would have taken it just one step further right um and then since we know that what's important to that group is bandwidth needs and you had done a little bit of brainstorming on the various cost components of um implementing a new broadband system then bringing those insights back into your final recommendation um would have also made that final uh push better we did not get to the full depth of the case so there was an opportunity to also look at the you know when you would think about an internet service provider creating or you know moving into a new broadband offering they could create it themselves or they could kind of partner with other current providers and just offer that as a as a service to their customers and so there was another piece that we could have gone into what that would have looked like to give you just a little bit more to your final recommendation about you know yes to achieve revenue growth we want to focus on this specific target segment that specific target segment has these needs you know we we know and i we would want to look at the the specific costs associated with that you know listing them out specifically and then whether or not you'd recommend that they create it themselves or partner with somebody else but with that being said you um you got to you know 90 of the the depth of the case um i think that you pulled out um 80 of the right answer um we we didn't get there in the most direct way but you showed me very evidently that um you were being thoughtful in your approach and in your questions you were being very broad um you're being very creative um being very open about the way that you thought about it but the the biggest thing that i think would have helped you drive towards success faster would be to try and catch those clues from the beginning prompt about what the the overall key goal and objective of the project is in this case it was revenue growth and so i'm going to de-emphasize cost in my head off the bat so but with that being said uh i think that you know hopefully this is this is a good example i i i think that you know you're probably really ready for these interviews that that you have lined up and um you know with with a couple more here at the end of the of your preparation then uh i i wish the best for you next week um any other questions for me in terms of how we went through the case and what the pieces were there yeah no thank you um it's this is amazing feedback um i think that just yesterday um i went into looking that now consulting firms are focusing a lot more in into specific cases related to growth in in revenue so i think this is probably gonna be something that i should expect in at least one of the two cases that i have um and then i did have a question in terms of um you said that if you to feel to have the freedom to lean into that um that question into understanding the background a little bit more of what the offerings are for us how was how would one ask that specific question without sounding just extremely unfamiliar with the with the case well i think the point here is that if you are extremely unfamiliar with the space then your chances of being successful and going into depth in one of these cases is really diminished right so we just if we admit that off the bat then we say okay what can i do about that um i i can tell you i failed one of my first round interviews when i was a first year mba because i didn't lean into this at the beginning of the case it was an oil and gas case and i did not i didn't understand the way that the prompt was laid out because i didn't understand the oil and gas industry and in hindsight i realized from feedback from that interviewer and then reflection myself if i would have at the front of that case started with what you did midway through and said well to be honest i'm not familiar with this space i certainly you know in in joining this project and starting on this objective i'd want to better understand xyz right and you you could have started even with what does it mean to be an internet service provider right i think that's the same question and then and if that was your your base level of of getting caught up in it then it's it's better to ask that question up front and hear a quick response back from your interviewer um you'll also then get gauge their response to that if there's a little bit of abrasion but more than likely you know i mean we all have to get up to speed when we start in a new industry and so for you to ask a couple of clarifying questions up front just to help you get your head around it then it doesn't help it doesn't hold you back as you go through the case got it yeah um i think i think that was my my main concern throughout the case i was regarding the entire time that i did not ask that question because it did hold me back from fully um studying the the different possibilities in each one of the buckets so definitely we'll do that in my future cases but thank you so much for for doing this absolutely best of luck to you thank you [Music] [Music] you

Channel: Management Consulted

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Keywords: management consulted, management consulting, advanced case interview, case interview, case study interview, consulting case interview, case interview preparation, case interview questions, case interview prep, case interviews, consulting interview, case interview frameworks, case interview example, case study, case study example, interview, consulting, case questions, case studies, interviews, bcg case interview, consulting case interview example, interviewee-led, candidate-led

Id: 47BCwcHITJM

Length: 53min 14sec (3194 seconds)

Published: Thu May 20 2021