L.E.K. Consulting Interview Guide (2026): Market Sizing & Strategy Cases

L.E.K. Consulting Interview Guide (2026): Full-Length Edition

This expanded version restores a full-length practice library while keeping readable formatting. It combines behavioral coaching, market sizing drills, and strategy case walkthroughs that reflect common L.E.K. interview patterns.

If you also want a broad cross-firm map, see The Ultimate Consulting Interview Guide (2026).

Quick Navigation

1. Interview Context and What L.E.K. Tests
2. Behavioral & Fit Questions (10 Full Walkthroughs)
3. Market Sizing Cases (10 Full Walkthroughs)
4. Strategy Cases (10 Full Walkthroughs)
5. Related Internal Resources

Interview Context and What L.E.K. Tests

Introduction This guide provides a comprehensive set of authentic interview questions representative of what you might encounter in a real L.E.K. Consulting interview. The questions are divided into three core categories: Behavioral/Fit, Market Sizing Cases,

and Strategy Cases. Each question is accompanied by a detailed explanation of the underlying principles, a structured approach to answering, and a sample response to help you prepare effectively. L.E.K. is known for its rigorous, data-driven approach and its focus on evidence over opinion. The interview process is designed to identify candidates who possess strong analytical capabilities, strategic thinking, and a collaborative mindset. This guide will help you understand the nuances of the L.E.K. interview and equip you with the tools to succeed.

For firm-style comparison, you can cross-reference:

• McKinsey BA Interview Guide (2026)
• WhyConsulting Interview Guide
• Roland Berger Case Interview Guide
• Deloitte S&O Behavioral Guide

Behavioral & Fit Questions (10 Full Walkthroughs)

Behavioral questions are designed to assess your personality, motivations, and alignment with L.E.K.'s culture. These questions often explore your past experiences to predict your future performance. The key is to use the STAR (Situation, Task, Action, Result) method to structure your answers, providing specific examples that highlight your skills and accomplishments.

1. Why are you interested in consulting, and specifically, why L.E.K.?

Analysis

This is a fundamental fit question. The interviewer wants to understand your

motivations for pursuing a career in consulting and what makes L.E.K. your firm of choice. Your answer should demonstrate a clear understanding of both the consulting industry and L.E.K.'s unique position within it.

Suggested Structure

• Why Consulting: Discuss your passion for problem-solving, desire for a fast- paced learning environment, and interest in working on diverse business challenges.

• Why L.E.K.: Highlight specific aspects of L.E.K. that appeal to you. This could include their industry focus (e.g., healthcare, life sciences), their reputation for rigorous data analysis, the firm's culture, or specific projects you've read about.

Sample Answer

"I'm drawn to consulting because I thrive on solving complex

problems and am eager to be in a role where I can continuously learn and make a

tangible impact across various industries. The opportunity to work with senior executives on their most pressing challenges is incredibly appealing. I am particularly interested in L.E.K. for several reasons. First, L.E.K.'s strong reputation in the healthcare and life sciences sectors aligns perfectly with my academic background in biomedical engineering. I was fascinated by a recent L.E.K. Insight on MedTech innovation, and I'm excited by the prospect of contributing to such impactful work. Additionally, L.E.K.'s core value of ‘evidence over opinion' resonates deeply with my own analytical and data-driven approach to problem- solving. Finally, from my conversations with current consultants, I've gained a sense of a highly collaborative and supportive culture, which is an environment where I believe I would thrive."

2. Tell me about a time you had to work with a difficult team member.

Analysis

This question assesses your teamwork, conflict resolution, and interpersonal

skills. The interviewer wants to see how you handle challenging dynamics and whether you can maintain a professional and productive attitude.

Suggested Structure

Situation: Briefly describe the team and the project you were working on. Task: Explain the specific challenge or conflict that arose with the difficult team member. Action: Detail the steps you took to address the situation. Focus on your actions, not just the team's. Result: Summarize the outcome. Ideally, this should be a positive resolution where the team was able to work together effectively.

Sample Answer

"In my previous role, I was part of a four-person team tasked with

developing a market entry strategy for a new software product. One team member was consistently missing deadlines, which was jeopardizing our project timeline. I realized this was becoming a critical issue, so I decided to address it proactively. I scheduled a one-on-one conversation with the team member to understand their perspective. I learned they were feeling overwhelmed by their assigned tasks and were hesitant to ask for help. We worked together to re-evaluate their workload and identified a few areas where I could provide support. I also suggested we implement a more detailed project plan with clearer milestones. As a result, the team member was able to get

back on track, and we successfully delivered the project on time. This experience taught me the importance of open communication and empathy in resolving team conflicts."

3. Describe a time you failed. What did you learn from the experience?

Analysis

This question evaluates your self-awareness, resilience, and ability to learn

from mistakes. The interviewer is less interested in the failure itself and more interested in how you responded to it.

Suggested Structure

• Acknowledge the Failure: Be honest and take ownership of your mistake. Don't blame others.

• Explain the Situation: Briefly describe the context and what went wrong.

• Detail Your Learnings: This is the most crucial part. Clearly articulate what you learned from the experience and how it has changed your approach.

Sample Answer

"During my internship, I was responsible for a financial model that

was used to support a key client recommendation. I was confident in my work, but I failed to perform a final, thorough check of all the formulas. During the client presentation, a small error was discovered, which, while not changing the final recommendation, was embarrassing and undermined some of our credibility. I took immediate ownership of the mistake and worked late that night to correct the model and send an updated version to the client with a sincere apology. I learned a critical lesson about the importance of meticulousness and quality control. Since then, I have implemented a personal system of double-checking and even triple-checking my work, especially on critical deliverables. It was a humbling experience, but it has made me a more diligent and detail-oriented analyst."

4. Walk me through your resume.

Analysis

This is an open-ended invitation to tell your story. The interviewer wants to

understand your background, key experiences, and how they have prepared you for a career in consulting. It's a test of your communication and narrative skills.

Suggested Structure

• Thematic Narrative: Don't just list your experiences chronologically. Create a narrative that connects your experiences and shows a clear progression towards consulting.

• Highlight Key Accomplishments: For each role, focus on - key accomplishments and quantify your impact whenever possible.

• Keep it Concise: Aim for a - minute overview. The interviewer will ask for more details if they are interested.

Sample Answer

"My journey has really been about following my passion for using

data to solve complex problems. It started with my degree in Economics, where I developed a strong foundation in quantitative analysis. I then applied these skills in my internship at a tech startup, where I was tasked with analyzing user data to identify opportunities for product improvement. For example, I led a project that resulted in a % increase in user engagement by identifying and addressing key drop-off points in the user journey. This experience sparked my interest in business strategy, which led me to my current role as a business analyst. Here, I've had the opportunity to work on larger-scale projects, such as a recent market assessment for a new product launch. Through these experiences, I've realized that I am most energized when I am tackling ambiguous business challenges and working with a team to develop data-driven solutions. This is what has led me to pursue a career in consulting, and specifically at a firm like L.E.K. that values deep analytical rigor."

5. What is the most complex analysis you have ever done?

Analysis

This question directly probes your analytical and quantitative skills, which

are critical at L.E.K. The interviewer wants to see that you can handle complex data, draw meaningful insights, and communicate your findings effectively.

Suggested Structure

Situation: Describe the business problem or question you were trying to answer. Task: Explain the specific analytical task you were responsible for. Action: Detail the analytical methods, tools, and data sources you used. Be specific about the steps you took. Result: Explain the insights you generated and the impact they had on the project or decision.

Sample Answer

"In my role as a research assistant, I was tasked with analyzing the

factors driving customer churn for a subscription-based service. The dataset was massive, containing millions of records of user behavior over two years. I began by cleaning and structuring the data using Python and SQL. I then performed an exploratory data analysis to identify initial patterns. To go deeper, I built a logistic regression model to identify the key predictors of churn. The model revealed that the biggest factor was not price, as initially hypothesized, but a lack of engagement with the platform's core features within the first days. Based on this analysis, I recommended that the company focus on improving its user onboarding process. This recommendation was implemented, and in the following quarter, the company saw a % reduction in customer churn. This project taught me how to handle large datasets, apply statistical modeling to business problems, and translate complex analytical findings into actionable recommendations."

6. Tell me about a time you had to persuade a group to adopt your point of view.

Analysis

This question assesses your communication, influence, and leadership skills.

Consulting is about convincing clients to take action, so the ability to persuade others is essential.

Suggested Structure

Situation: Describe the group you were working with and the decision you were trying to influence. Task: Explain your position and why you believed it was the right one. Action: Detail the steps you took to persuade the group. This could include presenting data, building a logical argument, or addressing concerns. Result: Describe the outcome. Did you succeed in persuading the group? What was the impact?

Sample Answer

"I was part of a student organization planning our annual

conference. The team was divided on the theme for the event. The majority favored a broad, general business theme, but I believed a more focused theme on ‘The Future of Work' would be more compelling and attract a higher-caliber of speakers. To persuade the team, I first conducted research on current business trends and surveyed students to gauge their interest. I then created a short presentation that outlined the benefits of my proposed theme, including data on its relevance and a list of potential

speakers we could attract. I presented my findings at our next team meeting, addressing my colleagues' concerns about the theme being too narrow by showing how it could be broken down into various sub-topics. The team was convinced by the data-driven approach, and we moved forward with ‘The Future of Work' theme. The conference was our most successful to date, with a % increase in attendance and overwhelmingly positive feedback from attendees."

7. What accomplishment are you most proud of?

Analysis

This question gives you an opportunity to highlight your strengths and

values. The interviewer wants to see what you consider a significant achievement and what it reveals about your character.

Suggested Structure

• Choose a Meaningful Accomplishment: Select an achievement that is both significant and relevant to the skills required in consulting (e.g., leadership, problem-solving, impact).

• Use the STAR Method: Structure your story to clearly explain the situation, your role, the actions you took, and the impressive result.

Sample Answer

"The accomplishment I am most proud of is leading a fundraising

campaign for a local non-profit. The organization was facing a budget shortfall and was at risk of cutting back its services. I volunteered to lead a team of five to organize a fundraising gala. This was a huge undertaking, as none of us had prior experience in event planning. I created a detailed project plan, assigned roles and responsibilities, and we worked tirelessly for three months to secure a venue, find sponsors, and sell tickets. There were many challenges along the way, but I kept the team motivated and focused on our goal. The gala was a huge success, raising over $,, which was double our initial target. This allowed the non-profit to not only continue its services but also expand its reach. I am incredibly proud of this achievement because it demonstrates my ability to lead a team, overcome challenges, and deliver tangible results that make a real difference."

8. How do you handle pressure and tight deadlines?

Analysis

Consulting is a high-pressure environment with demanding clients and tight

deadlines. The interviewer wants to know if you can handle the stress and still deliver high-quality work.

Suggested Structure

• Acknowledge the Reality: Show that you understand that pressure is part of the job.

• Describe Your Approach: Explain your strategies for managing stress and staying organized, such as prioritization, time management, and clear communication.

• Provide an Example: Use the STAR method to share a specific story of when you successfully worked under pressure.

Sample Answer

"I understand that consulting is a demanding career, and I've

developed several strategies to effectively manage pressure and tight deadlines. I am a big believer in proactive planning and prioritization. I use a combination of to-do lists and time-blocking to ensure I am always focused on the most critical tasks. I also believe in clear communication. If I am feeling overwhelmed, I am not afraid to ask for help or to manage expectations with my team. For example, in my last role, two major projects had their deadlines moved up to the same week. It was a very stressful situation. I immediately sat down with my manager to prioritize the deliverables for each project. We created a detailed timeline and identified a few tasks that could be delegated. I then worked long hours that week, but by staying organized and focused, I was able to successfully deliver both projects on time and without compromising on quality. This experience reinforced my confidence in my ability to perform under pressure."

9. Where do you see yourself in five years?

Analysis

This question assesses your career aspirations and whether they align with

the opportunities available at L.E.K. The interviewer wants to see that you have a realistic career plan and that you are committed to growing with the firm.

Suggested Structure

• Show Commitment to L.E.K.: Express your desire to build a long-term career at the firm.

• Align with the Consulting Career Path: Describe how you see yourself progressing through the ranks at L.E.K. (e.g., from Associate to Consultant to Manager).

10. Focus on Learning and Development: Emphasize your desire to develop new skills, take on more responsibility, and contribute to the firm's success. Sample Answer: "In five years, I hope to have established a successful career at L.E.K. and be on the path to a leadership role. I see myself having progressed to the Consultant or Manager level, where I would be leading my own project teams and developing deep expertise in one of L.E.K.'s core industries, such as life sciences. I am also eager to get involved in firm-building activities, such as recruiting and mentoring junior consultants. Ultimately, my goal is to become a trusted advisor to clients and a valuable contributor to the growth and success of L.E.K."

Analysis

This is your opportunity to demonstrate your intellectual curiosity and

genuine interest in L.E.K. Asking thoughtful questions shows that you have done your research and are seriously considering your fit with the firm.

Suggested Structure

• Prepare Questions in Advance: Don't ask questions that can be easily answered with a quick Google search.

• Ask Insightful Questions: Focus on the interviewer's personal experiences, the firm's culture, and future challenges.

• Show You've Been Listening: If possible, ask a question that relates to something the interviewer mentioned earlier in the conversation.

Suggested Questions To Ask Interviewers

"Could you tell me about the most challenging case you've worked on at L.E.K. and what you learned from it?" "How does L.E.K. foster a culture of continuous learning and development for its consultants?" "What do you think will be the biggest challenge for L.E.K. in the next five years, and how is the firm preparing to address it?" "You mentioned you've worked on several projects in the MedTech space.

• What do you find most exciting about working in that industry?

Market Sizing Cases (10 Full Walkthroughs)

Market sizing questions are a hallmark of the L.E.K. interview. They test your ability to break down a complex problem, make logical assumptions, and perform quick calculations. The key is to be structured, transparent about your assumptions, and confident in your quantitative abilities.

For EV-entry style thinking, pair this section with McKinsey BA EV Charging Case Review.

1. What is the size of the U.S. market for electric vehicle (EV) charging stations?

Analysis

This is a classic market sizing question. The interviewer wants to see if you

can logically structure the problem, make reasonable assumptions, and calculate an estimated market size. The final number is less important than the process you use to get there.

Suggested Structure

• Clarify the Question: Define "market size." Is it annual revenue, number of charging stations, or something else? Let's assume annual revenue from charging services.

• Top-Down or Bottom-Up: Choose an approach. A bottom-up approach, starting with the number of EVs, is likely more accurate here.

• Build the Equation: Market Size = (Number of EVs) x (Charging Sessions per EV per Year) x (Average Revenue per Session)

• Estimate Each Component: Break down each part of the equation and make logical assumptions.

• Calculate and Sanity Check: Perform the calculation and then sense-check your answer.

Sample Answer

"To estimate the annual market size for EV charging stations in the

U.S., I will focus on the revenue generated from public charging services. I'll use a bottom-up approach starting with the number of electric vehicles on the road. First, let's estimate the number of EVs in the U.S. The total number of passenger cars in the U.S. is roughly million. Let's assume EVs currently make up about % of the market. That gives us approximately . million EVs.

Next, let's estimate the charging frequency. I'll assume that most EV owners charge at home most of the time. Let's say an average EV driver uses a public charging station once a week, or times a year. However, some drivers may use them more and some less, so let's adjust this to an average of public charging sessions per EV per year. Now, let's estimate the average revenue per charging session. This will vary depending on the charging level (Level vs. DC Fast Charging) and the duration. Let's assume an average session costs $. So, the equation is: . million EVs * sessions/EV/year * $/session. This gives us an estimated annual market size of $. billion. To sanity check this, if the average charging station generates $, in annual revenue, this would imply there are about , charging stations. This seems plausible given the current push for EV infrastructure."

2. Estimate the annual revenue of all the Starbucks stores in China.

Analysis

This question tests your ability to apply the market sizing framework to a

global context. You'll need to make assumptions about a market you may not be familiar with, which is a common challenge in consulting.

Suggested Structure

• Clarify: Annual revenue in USD.

• Approach: A bottom-up approach starting with the number of stores is a good strategy.

• Equation: Annual Revenue = (Number of Stores) x (Average Revenue per Store per Year)

• Estimate Components: Number of Stores: You might know this from the news, or you can estimate it. Average Revenue per Store: Break this down further: (Customers per day) x (Average spend per customer) x (Operating days per year).

• Calculate and Sanity Check. Sample Answer

"I will estimate the annual revenue of Starbucks in China by first

estimating the number of stores and then the average revenue per store. I'll assume Starbucks has around 6,000 stores in China. For average annual revenue per store, I'll break it into daily traffic and ticket size.

Let's segment stores into high-traffic and regular locations:

• High-traffic stores (40%): about 450 customers/day at roughly $7 average ticket
• Regular stores (60%): about 280 customers/day at roughly $7 average ticket

Weighted average customers/day = (0.4 * 450) + (0.6 * 280) = 348 customers/day. Daily revenue/store = 348 * $7 = $2,436. Assuming 360 operating days, annual revenue/store is about $877,000.

Total annual revenue = 6,000 * $877,000 = about $5.3 billion.

I would sanity-check this against Starbucks' global revenue mix and China growth trajectory. If assumptions on traffic or ticket size shift, the range might be roughly $4.5B-$6.5B."

3. How many golf balls are sold in the United States each year?

Analysis

This question requires you to think about different customer segments and

their purchasing habits. It's a good test of your ability to structure a problem with multiple variables.

Suggested Structure

• Clarify: Number of new golf balls sold annually.

• Approach: A bottom-up approach based on the number of golfers is most logical.

• Equation: Total Golf Balls = (Number of Golfers) x (Average Number of Balls per Golfer per Year)

• Estimate Components: Number of Golfers: Segment golfers into different categories (e.g., avid, regular, casual). Balls per Golfer: Estimate how many balls each segment uses (and loses!) per year.

• Calculate and Sanity Check. Sample Answer

"To estimate the number of golf balls sold in the U.S. annually, I will

segment the golfing population and estimate their annual consumption. First, let's estimate the number of golfers in the U.S. The U.S. population is about million. Let's assume about % of the population plays golf, which is million. I'll segment these golfers into three groups: Avid Golfers (%): . million people who play once a week. Regular Golfers (%): . million people who play once a month. Casual Golfers (%): . million people who play a few times a year. Now, let's estimate the number of balls each segment uses per year. This includes balls that are lost and balls that are replaced due to wear and tear. Avid Golfers: They play ~ rounds a year. Let's say they lose balls per round and replace their stock twice a year with a dozen balls each time. That's ( * ) + ( * ) = balls per year. Regular Golfers: They play ~ rounds a year. Let's say they lose balls per round (they are less skilled) and buy one dozen new balls a year. That's ( * ) + = balls per year. Casual Golfers: They play ~ rounds a year. Let's say they lose balls per round and buy one dozen new balls a year. That's ( * ) + = balls per year. Now, let's calculate the total: Avid: . million * = . million Regular: . million * = . million

Casual: . million * = . million Total = . + . + . = ,. million, or approximately . billion golf balls per year. This number seems very high. Let me re-evaluate. Perhaps the percentage of golfers is lower, maybe % of the population (. million). Let's halve the previous estimate, which gives us million. This is still high. Let's reconsider the number of balls lost. Maybe it's closer to ball per round on average. This would significantly reduce the total. A quick recalculation with this assumption would bring the total to around - million balls, which feels more reasonable."

4. Estimate the annual market size for residential solar panels in Germany.

Analysis

This question tests your ability to size a market for a durable good, which

requires a different approach than a consumable good. You need to think about new installations and replacements.

Suggested Structure

• Clarify: Annual market size in terms of revenue (Euros).

• Approach: Break the market into two components: new installations and replacement installations.

• Equation: Market Size = (New Installations per Year * Avg. System Price) + (Replacement Installations per Year * Avg. System Price)

• Estimate Components: New Installations: (Number of single-family homes) x (Adoption rate) x (Penetration growth rate) Replacement Installations: (Total installed base) / (Average lifespan of a system) Average System Price: Estimate the cost of a typical residential solar system.

• Calculate and Sanity Check. Sample Answer

"To estimate the annual market size for residential solar panels in

Germany, I will calculate the revenue from both new and replacement installations.

First, let's estimate the number of potential households. Germany has a population of about million. With an average household size of , that's about . million households. Let's assume about % are single-family homes suitable for solar panels, which is . million homes. Let's estimate the current penetration rate. Given Germany's focus on renewable energy, let's say the penetration rate is %. This means there are approximately . million homes with solar panels. Now for new installations. Let's assume the market is growing and the penetration rate increases by percentage points annually. That's % of . million homes, which is , new installations per year. Next, for replacement installations. Let's assume the average lifespan of a solar panel system is years. So, each year, /th of the installed base needs to be replaced. That's . million / = , replacement systems per year. Total annual installations = , (new) + , (replacement) = , systems. Finally, let's estimate the average price of a residential system. This includes panels, inverter, installation, etc. I'll estimate this to be around €,. Total annual market size = , systems * €,/system = €. billion. This seems like a reasonable number for a major European market with a strong green energy focus."

5. How many cups of coffee are consumed in the UK every day?

Analysis

This is a consumption-based market sizing question. It requires you to

segment the population and consider different consumption patterns.

Suggested Structure

• Clarify: All types of coffee (brewed at home, instant, from cafes).

• Approach: Bottom-up, based on population segments.

• Equation: Total Cups = (Population Segment * Cups per Day) + (Population Segment * Cups per Day) +

• Estimate Components: Population: UK population is about million.

Segmentation: Segment by age (e.g., children, adults, seniors) and then by coffee-drinking habits (e.g., heavy, regular, occasional, non-drinkers).

• Calculate and Sanity Check. Sample Answer

"To estimate the daily coffee consumption in the UK, I will segment

the population and estimate the consumption for each group. The UK population is roughly million. Let's break this down by age: - years (%): . million. I'll assume they drink no coffee. - years (%): . million. This is our main coffee-drinking population. + years (%): . million. Now, let's focus on the - age group and segment them by coffee habits: Heavy Drinkers (%): . million people who drink cups per day. Regular Drinkers (%): . million people who drink cup per day. Occasional Drinkers (%): . million people who drink cup per week (or ~. cups per day). Non-Drinkers (%): . million people. Now for the + age group. Let's assume they drink less coffee, but more tea. Let's say % are coffee drinkers, averaging cup per day. That's . million people * cup/day. Let's calculate the total: - Heavy: . million * = . million cups - Regular: . million * = . million cups - Occasional: . million * . = . million cups +: . million * = . million cups Total daily consumption = . + . + . + . = . million cups per day. Let's round this to million cups per day. This means on average, less than one cup per person, which seems reasonable given that the UK is traditionally a tea-drinking nation."

6. Estimate the number of flights that take off from London Heathrow Airport (LHR) on a typical day.

Analysis

This question tests your ability to think about capacity and utilization. You

can approach it from the perspective of runways or terminals.

Suggested Structure

• Clarify: A typical weekday, not a holiday. Includes both passenger and cargo flights.

• Approach: A runway-based approach is likely the most direct.

• Equation: Total Flights = (Number of Runways) x (Flights per Runway per Hour) x (Operating Hours per Day)

• Estimate Components: Number of Runways: LHR has two main runways. Flights per Runway per Hour: Consider the time it takes for a plane to take off and the required spacing. A plane can probably take off every - minutes. Let's say takeoffs per hour per runway. Operating Hours: LHR has a night-time flight restriction. Let's assume it operates at full capacity for about hours a day (e.g., am to midnight).

• Calculate and Sanity Check. Sample Answer

"To estimate the number of daily takeoffs from Heathrow, I will use

a runway capacity approach. Heathrow has two runways. However, they are typically used in a segregated mode, with one for takeoffs and one for landings. So, we have one runway dedicated to takeoffs at any given time. Next, let's estimate how many flights can take off from one runway in an hour. A plane needs time to taxi to the runway, get clearance, and take off. There also needs to be a safe interval between flights. I would estimate that a plane can take off every minutes on average. This means takeoffs per hour. Now, let's consider the operating hours. Heathrow has flight restrictions at night. Let's assume the airport operates at peak capacity from am to pm, which is hours.

So, the total number of takeoffs would be: runway * takeoffs/hour * hours = takeoffs per day. We should also consider that the two runways might be used for mixed-mode operations (both takeoffs and landings) during peak times, which could increase capacity. However, for a conservative estimate, let's stick with the segregated mode. Also, we are only considering takeoffs. The number of landings would be similar, so the total number of flight movements would be around , per day. This aligns with publicly available data that LHR handles over , flights per day, so my estimate is in the right ballpark."

7. What is the annual market size for disposable diapers in Brazil?

Analysis

This is a demographic-based market sizing question. You need to understand

the population structure and consumption patterns.

Suggested Structure

• Clarify: Annual market size in terms of number of diapers sold.

• Approach: Bottom-up, based on the number of babies.

• Equation: Total Diapers = (Number of Babies in Diaper-Wearing Age) x (Diapers per Baby per Day) x

• Estimate Components: Number of Babies: Brazil's population is ~ million. Estimate the birth rate and the age range for diaper use (e.g., - years). Diapers per Baby per Day: This will vary by age. Segment the babies into different age groups (e.g., infants, toddlers).

• Calculate and Sanity Check. Sample Answer

"To estimate the annual market for disposable diapers in Brazil, I

will calculate the total number of diapers consumed by babies in the relevant age group. First, let's estimate the number of babies. Brazil's population is about million. Let's assume a life expectancy of years, which gives us a rough estimate of ⁄ = ~. million people per age year. Let's assume babies wear diapers from age to , so that's age cohorts. Total babies = . million * = . million.

Now, let's estimate the number of diapers used per day. This will vary by age. I'll create two segments: Infants (- year): . million babies. They use more diapers, let's say per day. Toddlers (- years): . million babies. They use fewer, let's say per day. Now, let's calculate the total daily consumption: Infants: . million * = . million diapers/day Toddlers: . million * = . million diapers/day Total daily consumption = . + . = . million diapers/day. Annual consumption = . million * = , million, or approximately . billion diapers per year. To get the market size in revenue, we would need to estimate the average price per diaper. Let's say it's . = $. billion. This seems like a reasonable size for a large country like Brazil."

8. Estimate the total length of all the roads in France.

Analysis

This is a more abstract market sizing question. It requires you to think about

different types of roads and how to estimate their total length. A good approach is to use the area of the country as a starting point.

Suggested Structure

• Clarify: All types of roads (highways, urban, rural).

• Approach: An area-based approach, segmenting the country into different density areas.

• Equation: Total Length = (Area of Urban Land * Road Density) + (Area of Rural Land * Road Density)

• Estimate Components: Area of France: approximately 550,000 sq km. Segmentation: divide France into urban and rural areas (for example, 20% urban and 80% rural).

Road Density: Estimate the average length of road per sq km for each area type. Urban areas will have a much denser road network.

• Calculate and Sanity Check. Sample Answer

"To estimate the total length of roads in France, I will segment the

country into urban and rural areas and estimate the road density for each. The area of mainland France is approximately , square kilometers. I will segment this into two categories: Urban Areas (%): , sq km. These are cities and towns with a dense road network. Rural Areas (%): , sq km. These are countryside areas with a less dense network. Now, let's estimate the road density for each segment. I'll think of a km x km grid. Urban Density: In a city, you might have a grid of roads every meters. This would be roads running north-south and roads running east-west, each km long. That's km of road per sq km. Rural Density: In the countryside, you might have a major road passing through every few kilometers and some smaller local roads. Let's estimate the density to be much lower, perhaps km of road per sq km. Now, let's calculate the total length: Urban: , sq km * km/sq km = ,, km Rural: , sq km * km/sq km = , km Total length = ,, + , = ,, km. This number seems very high. Let me check my assumptions. The urban road density of km/sq km might be an overestimation. Let's revise it down to km/sq km. And the rural density might be higher, let's say . km/sq km. Let's also not forget the major highways (Autoroutes). France has about , km of autoroutes. Let's add that in separately. Urban: , * = ,, km Rural: , * . = , km

Highways: , km New Total = ,, + , + , = ,, km. This is still high. The actual number is around million km. My road density assumptions, especially for urban areas, were likely too aggressive. However, the structured approach is what matters."

9. What is the annual market size for pet food in Canada?

Analysis

This question requires you to think about the pet population and their food

consumption. It's similar to the diaper or coffee questions but with a non-human consumer.

Suggested Structure

• Clarify: Annual market size in revenue (Canadian dollars).

• Approach: Bottom-up, based on the number of pets.

• Equation: Market Size = (Number of Pets * Annual Food Cost per Pet)

• Estimate Components: Number of Pets: Segment by type of pet (dogs and cats are the main ones). Annual Food Cost: Estimate the daily food consumption and the cost per kg for each pet type.

• Calculate and Sanity Check. Sample Answer

"To estimate the annual market size for pet food in Canada, I will

focus on dogs and cats, as they make up the majority of the market. Canada has about 40 million people, roughly 15 million households.

Assume:

• 35% of households own dogs, with 1.2 dogs per dog-owning household
• 40% of households own cats, with 1.4 cats per cat-owning household

That gives:

• Dogs: 15M * 0.35 * 1.2 = 6.3M dogs
• Cats: 15M * 0.40 * 1.4 = 8.4M cats

Now estimate annual food spend:

• Dog food: about $650 per dog/year
• Cat food: about $300 per cat/year

Market size:

• Dogs: 6.3M * $650 = about $4.1B
• Cats: 8.4M * $300 = about $2.5B

Total = about $6.6B annual pet food market in Canada. I would sanity-check this against household spending benchmarks and premium vs mass-market mix."

10. Estimate the number of windows in New York City.

Analysis

This is a creative market sizing question that requires you to break down a

city into its components. There is no single right way to do this, so a logical and structured approach is key.

Suggested Structure

• Clarify: All types of windows (residential, commercial, etc.).

• Approach: Segment the city's buildings into categories.

• Equation: Total Windows = (Number of Residential Buildings * Avg. Windows) + (Number of Commercial Buildings * Avg. Windows) +

• Estimate Components: Building Types: Residential (apartments, houses), Commercial (office buildings, retail), Other (schools, hospitals). Number of Buildings and Windows per Building: This is the trickiest part. You'll need to make some bold assumptions.

• Calculate and Sanity Check. Sample Answer

"To estimate the number of windows in New York City, I will

segment the buildings into residential and commercial categories.5/kgonaverage.Annualcost=110∗5= 8/kg.Annualcost=22∗ 8= 550= 176= 3.465B+

NYC has a population of about . million. Let's focus on Manhattan for a moment as a dense area and then extrapolate. Manhattan has about . million residents. Let's assume an average of people per apartment. That's , apartments. Let's say an average apartment has windows. That's . million windows in Manhattan residences. Now for commercial buildings. Manhattan is a major business hub. Let's think about office buildings. There are thousands. Let's try a different approach. Let's think about the number of streets. Manhattan has about avenues and streets. That's a grid. Let's say there are large buildings per block. A block is the space between two streets and two avenues. So that's roughly * * = , buildings. This is likely an underestimation, but let's proceed. Let's segment these buildings: Residential (%): , buildings. Let's say an average building has floors and apartments per floor, with windows per apartment. That's , * * * = . million windows. Commercial (%): , buildings. These are harder to estimate. A skyscraper could have thousands of windows. Let's say an average commercial building has floors, and each floor has windows. That's , * * = . million windows. Total for Manhattan = .M + .M = ~ million windows. Now, we need to scale this to all of NYC. Manhattan has about % of NYC's population. The other boroughs are less dense with fewer skyscrapers. Let's assume the window-to-person ratio is lower in the other boroughs. Let's say Manhattan has a ratio of M windows / .M people = ~ windows per person. For the other boroughs (.M - .M = .M people), let's assume a ratio of windows per person. That's .M * = . million windows. Total for NYC = million (Manhattan) + . million (other boroughs) = . million windows. Let's round this to million. It's a rough estimate, but the logic is transparent. The key is to break down the problem into manageable pieces."

Strategy Cases (10 Full Walkthroughs)

Strategy cases are designed to assess your business acumen, problem-solving skills, and ability to develop a structured, logical approach to complex business challenges. These cases often involve profitability analysis, market entry decisions, or competitive strategy. The interviewer is looking for a candidate who can think like a consultant.

For additional case styles and interviewer expectations, see:

• Deloitte S&O Interview Experience
• Bain Interviewer Perspective
• Tech Strategy & Operations Interview Questions

1. Your client is a major airline whose profits have been declining for the past three years. They have asked for your help to diagnose the problem and recommend a course of action.

Analysis

This is a classic profitability case. The key is to use a structured framework to

break down the problem into its core components (revenue and costs) and then drill down to identify the root cause.

Suggested Structure

• Clarify: Ask clarifying questions to understand the scope of the problem. (e.g., Is this an industry-wide problem? Has the decline been gradual or sudden? What are the key revenue streams and cost drivers?)

• Framework: Use the Profitability Framework (Profit = Revenue - Costs). Break down revenue (Price x Quantity) and costs (Fixed + Variable) further.

• Hypothesize and Investigate: Formulate hypotheses for the root cause (e.g., declining ticket prices, lower passenger volume, rising fuel costs) and ask the interviewer for data to test them.

• Synthesize and Recommend: Once you have identified the root cause(s), brainstorm potential solutions and provide a clear, actionable recommendation.

Sample Answer

"Thank you for the interesting case. To understand the decline in

profitability, I would like to start by analyzing the key drivers of profit: revenue and costs. I would like to explore both sides of the equation to identify the root cause. On the revenue side, I would look at: Ticket Revenue: Has the average ticket price decreased? Has the number of passengers (quantity) declined? I would also want to segment this by route, class of service, and customer type.

Ancillary Revenue: How have other revenue streams, such as baggage fees, in- flight services, and loyalty programs, been performing? On the cost side, I would investigate: Variable Costs: How have costs that vary with the number of flights, such as fuel, maintenance, and crew salaries, changed? Fixed Costs: What about fixed costs like aircraft leases, gate fees, and administrative overhead? My initial hypothesis is that the problem is likely driven by a combination of increased competition leading to price pressure, and a simultaneous rise in fuel costs. I would like to start by asking for data on the client's average ticket price and passenger load factor over the past three years, as well as data on their fuel expenditure."

2. A large pharmaceutical company has developed a new drug for a rare disease. They need to decide on a pricing strategy. How would you advise them?

Analysis

This is a pricing strategy case. It requires you to consider various factors that

influence pricing, including costs, value to the customer, and competitive landscape. For a pharmaceutical product, the value-based pricing approach is particularly important.

Suggested Structure

• Clarify: Understand the drug (efficacy, side effects), the disease (severity, patient population), and the competitive landscape (existing treatments).

• Framework: A good framework would be to analyze the " Cs": Costs: What is the cost of R&D, manufacturing, and marketing? Customers (Value): What is the value of the drug to patients? This could be measured in terms of extended life, improved quality of life, or reduced healthcare costs. Competition: What are the prices of existing treatments? Are there any generics or alternative therapies?

• Brainstorm Pricing Strategies: Discuss different pricing models (e.g., value- based, cost-plus, competitor-based) and their pros and cons.

• Recommend: Based on your analysis, recommend a pricing strategy and be prepared to defend it.

Sample Answer

"This is a fascinating challenge. To determine the optimal pricing

strategy for this new drug, I would analyze three key areas: the cost of bringing the drug to market, the value it provides to patients and the healthcare system, and the competitive landscape. First, regarding costs, I would want to understand the total investment in R&D, the ongoing manufacturing costs, and the expected marketing and sales expenses. This will help us determine the price floor. Second, and most importantly for a drug like this, is the value. I would want to quantify the value it delivers to patients. Does it extend life? By how much? Does it improve the quality of life? We could even try to monetize this value by looking at the cost of alternative treatments or the economic impact of the disease. Third, I would analyze the competition. Are there any other drugs on the market for this disease? What is their efficacy and price? This will help us understand the price ceiling and how our drug will be positioned. Based on this analysis, I would likely recommend a value-based pricing strategy. For a rare disease drug, the value to the patient is often very high. We could price the drug based on the value it creates, for example, by comparing it to the cost of current treatments or the long-term cost of the disease itself. We would also need to consider the reimbursement landscape and work with payers to ensure patients have access to the drug."

3. A leading consumer electronics company is considering entering the smart home market. Should they do it? If so, how?

Analysis

This is a market entry case. It requires you to assess the attractiveness of a

new market and then develop a strategic plan for entry.

Suggested Structure

• Clarify: Understand the company's current position (brand, capabilities, resources) and the specific segment of the smart home market they are considering.

• Framework: A good framework would be to analyze: Market Attractiveness: Market size, growth rate, profitability, competition, barriers to entry. Company's Capabilities: Does the company have the financial resources, technical expertise, brand recognition, and distribution channels to succeed? Synergies: Are there synergies with the company's existing products?

• Develop Entry Strategy: If the market is attractive, brainstorm different entry strategies (e.g., build, buy, or partner).

• Recommend: Provide a clear recommendation on whether to enter the market and how to do it.

Sample Answer

"To determine if the client should enter the smart home market, I

would first assess the attractiveness of the market and then evaluate our client's ability to compete. First, let's look at the market attractiveness. I would want to understand the market size and growth rate. The smart home market is large and growing rapidly. I would also want to analyze the competitive landscape. It's a crowded market with players like Amazon, Google, and Apple, as well as many smaller startups. The barriers to entry are relatively high, requiring significant investment in R&D and marketing. Second, I would assess our client's capabilities. What are their core strengths? Do they have a strong brand? Do they have experience in software development and AI? Do they have existing distribution channels that they can leverage? Third, I would look for synergies. How would a smart home product line fit with their existing portfolio of consumer electronics? Could they create a seamless ecosystem of connected devices? Assuming the analysis is positive, I would then consider the entry strategy. They could: Build: Develop their own products from scratch. This would give them full control but would be slow and expensive. Buy: Acquire an existing smart home company. This would be faster but could be costly and integration could be a challenge. Partner: Partner with other companies to develop and sell co-branded products. This would be less risky but would require sharing control and profits.

My initial recommendation would be to enter the market, but to do so cautiously. A partnership strategy might be the best initial approach to test the waters and build experience before making a larger investment."

4. Your client is a traditional brick-and-mortar retailer whose sales have been stagnant for the past few years due to the rise of e- commerce. What should they do?

Analysis

This is a classic strategy case focused on responding to disruption. The key is

to think about how the retailer can leverage its existing assets while also embracing digital channels.

Suggested Structure

• Clarify: Understand the retailer's specific segment (e.g., apparel, electronics, grocery), target customer, and competitive landscape.

• Framework: A good framework would be to analyze the customer journey and identify pain points and opportunities.

• Brainstorm Solutions: Brainstorm a range of initiatives across different areas: In-Store Experience: How can they make the physical store a more engaging destination? Omnichannel Strategy: How can they integrate their online and offline channels? Product Assortment and Pricing: Are they offering the right products at the right price? Marketing and Loyalty: How can they better connect with their customers?

• Prioritize and Recommend: Prioritize the initiatives based on their potential impact and feasibility, and then provide a clear, actionable recommendation.

Sample Answer

"To help the retailer combat the threat of e-commerce, I would

focus on developing a robust omnichannel strategy that leverages their physical store footprint as a key advantage. First, I would analyze the customer journey to understand how customers are shopping today. Where are the friction points? Where are the opportunities to create a better experience?

Based on this analysis, I would then brainstorm a series of initiatives. For the in-store experience, we could explore things like in-store events, expert consultations, and interactive product displays. The goal is to make the store a destination, not just a place to transact. For the omnichannel strategy, we need to seamlessly connect the online and offline worlds. This means things like ‘buy online, pick up in-store' (BOPIS), easy in-store returns for online purchases, and using the store as a fulfillment center for online orders. We also need to look at product assortment and pricing. Are we offering a unique and curated selection of products that customers can't find on Amazon? Are our prices competitive? Finally, we need to invest in marketing and loyalty. We can use customer data to create personalized offers and recommendations. A strong loyalty program can also help to retain customers. I would recommend a phased approach, starting with the initiatives that are easiest to implement and have the highest potential impact, such as BOPIS and improving the in- store experience. This will allow the retailer to start seeing results quickly while they work on more complex, long-term initiatives."

5. A private equity firm is considering acquiring a chain of fitness centers. They have asked you to conduct due diligence and advise them on whether to proceed with the acquisition.

Analysis

This is a private equity due diligence case. The goal is to assess the target

company's financial health, market position, and growth prospects to determine if it is a good investment.

Suggested Structure

• Clarify: Understand the PE firm's investment criteria (e.g., target return, investment horizon).

• Framework: A comprehensive due diligence framework would include: Market Analysis: Market size, growth, trends, competition. Company Analysis: Financial performance (revenue, profitability, cash flow), customer base (retention, demographics), operations (facility quality,

staff), brand reputation. Synergies and Growth Opportunities: Are there opportunities to improve performance through cost-cutting, price increases, or expansion? Valuation: Is the asking price reasonable?

• Hypothesize and Investigate: Formulate hypotheses about the company's strengths and weaknesses and ask for data to test them.

• Recommend: Provide a clear recommendation on whether to proceed with the acquisition and at what price.

Sample Answer

"To advise the PE firm on this acquisition, I would conduct a

thorough due diligence process, focusing on three key areas: the attractiveness of the fitness market, the health of the target company, and the potential for value creation. First, I would analyze the fitness market. Is it growing? What are the key trends (e.g., boutique studios, at-home fitness)? Who are the main competitors, and how is our target positioned against them? Second, I would conduct a deep dive into the target company. I would want to analyze their historical financial performance, looking at revenue growth, profitability, and membership trends. I would also want to understand their customer base. What is their member retention rate? What are the demographics of their members? I would also assess the quality of their facilities and staff. Third, I would identify opportunities for value creation. Are there opportunities to improve profitability by cutting costs or increasing prices? Are there opportunities to grow the business by opening new locations or adding new services? I would also build a financial model to project the company's future performance and determine a fair valuation. My recommendation would be based on the outcome of this analysis. If the market is attractive, the company is healthy, and there are clear opportunities for value creation, then I would recommend proceeding with the acquisition, provided the price is right."

6. Your client is a global beverage company that wants to launch a new energy drink. How would you assess the opportunity and develop a launch strategy?

Analysis

This is a new product launch case. It requires you to assess the market,

understand the consumer, and develop a comprehensive go-to-market plan.

Suggested Structure

• Clarify: Understand the company's goals and the specific type of energy drink they are considering.

• Framework: A good framework would be the " Ps" of marketing: Product: What is the unique value proposition of the new drink? (e.g., all- natural ingredients, specific functional benefits). Price: How will it be priced relative to competitors? Place (Distribution): Which channels will be used to sell the drink? (e.g., grocery stores, convenience stores, online). Promotion (Marketing): How will you build awareness and drive trial?

• Market and Consumer Analysis: Before diving into the Ps, you need to understand the market size, growth, competition, and target consumer.

• Recommend: Provide a clear and actionable launch strategy. Sample Answer

"To develop a launch strategy for the new energy drink, I would

first analyze the market and the target consumer, and then use the Ps framework to build the go-to-market plan. First, let's look at the market. The energy drink market is large but also very competitive, dominated by players like Red Bull and Monster. I would want to understand the key trends in the market. For example, there is a growing demand for healthier, more natural energy drinks. This could be an opportunity for our client. Next, I would define the target consumer. Who are we trying to reach? Are we targeting students, young professionals, or athletes? Understanding their needs and preferences will be critical to developing a successful product. Once we have a clear understanding of the market and the consumer, we can develop the Ps:

Product: We need to create a product with a clear point of differentiation. Given the trend towards health and wellness, I would recommend developing an all- natural energy drink with functional ingredients. Price: We could position it as a premium product and price it slightly above the mainstream energy drinks. Place: We should aim for broad distribution, targeting both grocery stores and convenience stores. An online, direct-to-consumer channel could also be a good option. Promotion: We would need a multi-channel marketing campaign to build awareness and drive trial. This could include social media marketing, influencer partnerships, and in-store sampling. I would recommend a pilot launch in a few key cities to test the product and marketing strategy before a full national rollout."

7. A manufacturing company is experiencing a decline in its operating margin. What are the potential causes and how would you investigate them?

Analysis

This is another profitability case, but with a focus on the cost side of the

equation. It requires a deep understanding of a manufacturing company's cost structure.

Suggested Structure

• Clarify: Understand the company's products, manufacturing process, and the magnitude of the margin decline.

• Framework: Use the Profitability Framework, but focus on the cost side. Break down costs into their key components: Cost of Goods Sold (COGS): Raw materials, direct labor, manufacturing overhead. Operating Expenses (OpEx): Sales, general & administrative (SG&A), R&D.

• Hypothesize and Investigate: Formulate hypotheses for the cost increases (e.g., rising raw material prices, labor inefficiencies, increased overhead) and ask for data to test them.

• Synthesize and Recommend: Once you have identified the root cause(s), brainstorm potential solutions to reduce costs and improve efficiency.

Sample Answer

"To diagnose the decline in operating margin, I would conduct a

thorough analysis of the company's cost structure. I would break down the costs into two main categories: Cost of Goods Sold (COGS) and Operating Expenses (OpEx). For COGS, I would investigate: Raw Materials: Have the prices of key raw materials increased? Are we seeing more waste or spoilage in the production process? Direct Labor: Have wages increased? Has labor productivity decreased? Manufacturing Overhead: Have costs such as factory utilities, rent, or equipment maintenance increased? For OpEx, I would look at: SG&A: Have there been any significant increases in sales commissions, marketing spend, or administrative salaries? R&D: Has the company increased its investment in R&D? My initial hypothesis is that the margin decline is likely due to an increase in raw material prices, which is a common challenge for manufacturing companies. I would start by asking for data on the company's raw material costs over the past few years. I would also want to benchmark their costs against their competitors to see if this is an industry-wide problem. Once I have identified the root cause, I would then brainstorm potential solutions. For example, if raw material prices are the issue, we could explore options such as negotiating better prices with suppliers, finding alternative materials, or hedging against price fluctuations."

8. Your client is a large bank that is struggling with customer retention. Many of its customers are leaving for smaller, digital-only banks. What should they do?

Analysis

This is a strategy case focused on customer retention in the face of digital

disruption. It requires you to think about the customer experience and how a traditional bank can compete with nimble, digital-native competitors.

Suggested Structure

• Clarify: Understand the bank's target customer, the specific products they are losing customers in, and the key features of the digital-only competitors.

• Framework: A customer-centric framework would be most effective. Analyze the reasons why customers are leaving.

• Brainstorm Solutions: Brainstorm initiatives to improve the customer experience and address the reasons for churn: Digital Experience: How can they improve their mobile app and online banking platform? Product Offering: Are their products (e.g., checking accounts, credit cards) competitive in terms of fees and features? Customer Service: How can they provide more personalized and responsive customer service? Brand and Marketing: How can they communicate their value proposition more effectively?

• Prioritize and Recommend: Prioritize the initiatives and provide a clear recommendation.

Sample Answer

"To address the customer retention problem, I would first seek to

understand why customers are leaving and then develop a strategy to improve the customer experience and strengthen the bank's value proposition. First, I would conduct customer research to identify the root causes of churn. This could include surveys, focus groups, and analyzing customer data. My hypothesis is that customers are leaving for a combination of reasons: better digital experience, lower fees, and more innovative products from the digital-only banks. Based on this research, I would then develop a multi-pronged strategy: Enhance the Digital Experience: The bank needs to invest in improving its mobile app and online banking platform. The goal should be to create a user experience that is as seamless and intuitive as the best digital-only banks. Simplify the Product Offering: The bank should review its product portfolio and eliminate unnecessary fees. They could also consider launching a new, all-digital brand to compete directly with the neobanks.

Leverage the Human Touch: The bank's physical branches and human advisors are a key differentiator. They should focus on providing high-value, personalized advice that customers can't get from a digital-only bank. Communicate the Value Proposition: The bank needs to do a better job of communicating its strengths, such as security, trust, and the breadth of its product offering. I would recommend a phased implementation, starting with the improvements to the digital experience, as this is likely the biggest pain point for customers."

9. A technology company has seen its growth slow down in its core market. They are looking for new growth opportunities. What would you advise?

Analysis

This is a growth strategy case. It requires you to think about different ways a

company can grow, both within its existing market and in new markets.

Suggested Structure

• Clarify: Understand the company's core market, its current position, and its capabilities.

• Framework: The Ansoff Matrix is a classic framework for this type of problem. It outlines four growth strategies: Market Penetration: Sell more of your existing products to your existing market. Product Development: Develop new products for your existing market. Market Development: Sell your existing products to new markets (e.g., new geographic markets or new customer segments). Diversification: Develop new products for new markets.

• Brainstorm and Evaluate Options: Brainstorm specific initiatives for each quadrant of the Ansoff Matrix and evaluate them based on their potential impact, risk, and fit with the company's capabilities.

• Recommend: Recommend a portfolio of growth initiatives. Sample Answer

"To identify new growth opportunities for the technology

company, I would use the Ansoff Matrix to explore different growth strategies.

First, let's look at Market Penetration. Can we sell more of our existing products to our current market? We could explore things like loyalty programs, promotional campaigns, or bundling to increase our share of wallet. Second, let's consider Product Development. Can we develop new products for our existing customers? We could conduct customer research to identify unmet needs and then develop new features or entirely new products to address them. Third, let's explore Market Development. Can we sell our existing products to new markets? This could involve expanding to new geographic regions or targeting new customer segments. For example, if the company currently serves large enterprises, they could consider developing a version of their product for small and medium-sized businesses. Finally, let's think about Diversification. This is the riskiest strategy, but it can also offer the highest reward. We could look for opportunities to enter new markets with new products, either through internal development or through acquisition. I would recommend a balanced approach, pursuing a portfolio of initiatives across these four quadrants. For example, we could focus on market penetration and product development in the short term to drive immediate growth, while also making smaller, strategic bets on market development and diversification for long-term growth."

10. Your client is a non-profit organization that wants to increase its donations. How would you help them?

Analysis

This is a strategy case for a non-profit. While the goal is not profit, many of

the same business principles apply. The key is to think about the ‘customer' (i.e., the donor) and how to create a compelling value proposition for them.

Suggested Structure

• Clarify: Understand the non-profit's mission, current fundraising activities, and donor base.

• Framework: A good framework would be to analyze the donor journey: Awareness: How do potential donors learn about the organization? Consideration: What motivates them to consider donating? Conversion: How easy is it to make a donation?

Retention: How do you keep donors engaged and encourage them to give again?

• Brainstorm Solutions: Brainstorm initiatives to improve each stage of the donor journey.

• Prioritize and Recommend: Prioritize the initiatives and provide a clear recommendation.

Sample Answer

"To help the non-profit increase its donations, I would focus on

optimizing the donor journey, from awareness to retention. First, I would analyze the current donor base and fundraising activities. Who are our most valuable donors? Which fundraising channels are most effective? Then, I would look for opportunities to improve each stage of the donor journey: Awareness: We need to tell a compelling story about the non-profit's impact. We could use social media, public relations, and content marketing to reach a wider audience. Consideration: We need to show potential donors how their contribution will make a difference. We could create a clear and transparent impact report that shows how donations are used. Conversion: We need to make it as easy as possible for people to donate. This means having a user-friendly website with a simple donation process and offering multiple payment options. Retention: We need to build long-term relationships with our donors. This means thanking them for their contribution, keeping them updated on our work, and showing them the impact of their support. I would recommend focusing on improving the online donation experience and developing a more robust donor communication strategy. These are likely to be the most effective ways to increase donations in the short term. I would also recommend exploring new fundraising channels, such as peer-to-peer fundraising and corporate partnerships."

Related Internal Resources

• Ultimate Consulting Interview Guide (2026)
• McKinsey BA Interview Guide (2026)
• WhyConsulting Interview Guide
• Roland Berger Case Interview Guide
• L.E.K. Interview Guide (this page) for full-length drills

Conclusion

Use this full-length version as a working practice manual: rehearse each question with time limits, then revise your synthesis quality until your answers are concise, evidence-based, and recommendation-oriented.