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Note:Good Feedback – be succinct - Situation, Complication, Resolution.Good Answer: A bullet-pointed answer delivered in under 30 seconds mentioning the main issue and the result of the findings, and not a complete restatement of every point in the case. Note:Good feedback: always think through what the next steps might be.Excellent Answer: A bullet pointed answer delivered in under 30 seconds mentioning the main issue and the result of the findings, and not a complete restatement of every point in the case. In addition, the interviewee will mention some of the next steps that need to be taken ACTUALRESULTThis case occurred in 2002 for a Scottish bank. The bank identified this as a problem, and designed a process to call all of these High Net Worth customers. Generally speaking they fell into 3 categories: 1.The person was deceased and the account was tied up in the Estate. 2.The person was perfectly happy with the money where it was, and did not want to move it. In this case, the bank suggested moving it into a long term savings account that cost the bank less money to maintain 3.The person had ‘forgotten’ about the money, and either withdrew it, utilised it, or the bank was able to sell on some further products to help make use of the money Overall the project generated several million in revenue for a cost of about 0.2 million. The only thing that is not really mentioned here is what could be done about the dormant ‘low net worth’ accounts. Should they be struck off the books? Should these customers be encouraged to leave? Generally speaking, interviewers have spent some weeks or months solving the problem they’re giving to you in the case interview. Asking the interviewer what happened demonstrates interest and enthusiasm to the interviewer, as well as showing a results focus and hopefully engaging the interviewer’s interest in you as well.
107 London Business School Case Book 2007/2008Case 15 - Pharmaceutical IndustryINTRODUCTIONYour client is a highly profitable pharmaceutical company that has a world leading position in one therapy area (TA) and is a niche player in a non-related therapy area. The company currently has annual sales growth of 8%, but the CEO has set a target annual growth rate of 12-15% – in other words s/he wants to triple their revenue over next 10 years. However, their research project pipeline is thin. The research and development organisation is heavily under-spending compared to their budget (they have a budget target of around 16% of revenue, but are not using all the money allocated). Senior management has little insight in how the R&D department operates. ADDITIONAL INFORMATION PROVIDED IF PROBED:A therapy area is a disease area, i.e., oncology, diabetes, respiratory or pain control They develop and sell prescription drugs only Their growth target is ambitious but not unrealistic (given the money they have for investments and typical industry development) Both TAs contribute equal to profit, but the world leading TA generates twice as much revenue as the niche TA QUESTION 1:What is the client’s key issue/problem?