Crack the Case. D. Ohrvall

Re-routers and Heavy Lifting

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Interviewer Feedback

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6. You drove the case.

12

Clearly in control, you took the case to a conclusion

Analytics

7. You analyzed the data well on a piece by piece basis.

8. You integrated data well and reached insights (saw the big picture).

Recommendation

9. Your final recommendation was to the point and data driven.

10. You were persuasive in making your final points.

Total Score:

(10-60)

Before giving your score, have the candidate do the Self Assessment at the back of the case pack. What can you tell the candidate that will help him or her prioritize his prep going forward?

Candidate Review Sheets

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MVM™

Zone 5

S P E3 C I A L T

Zone 4

Candidate Review Sheets

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Good

OK

Weak

“There are several areas we’ll need to explore. From an internal perspective, we should review operations first, since we must determine how we’ll generate revenue and estimate the costs associated with salons and products. Also, we should consider the start-up team and its ability to make this work. From an external perspective, we need to explore the industry potential, public perception, and competitors. Finally, we should consider financing, in terms of how much money we can raise and from whom. Before I begin, is there a particular area you would like me to focus on first?”

(This is a good plan of attack. I like how you broke down the two categories, internal and external. You seem to understand the challenges of a start-up.)

“Start-ups involve many issues. I want to be sure I don’t miss any. I would like to discuss how we can generate enough profit to meet our investor’s target, as well as how we’ll structure our financing. The strength of the team will also be critical. If we have time, I’d like to talk about branding opportunities. Is there anything I missed that we should look at?”

(In general, you understand that that there are many areas to cover, but your thoughts are jumbled. I’m bracing myself for a barrage of questions as you try to get your mind around the problem. I’m not writing you off yet; you may simply need some more time to form a plan. By the way, don’t ask the interviewer if you “missed anything” when you are structuring your problem.)

“It seems like you want me to first focus on salon sales and the potential there. Do you have any information on how much revenue a typical salon makes?”

(Well, the good news is you are focused. Unfortunately you have given us no path to explore and I’m going to tire quickly of wandering around with you. If there’s more going on in your head about where you want to take this discussion, please let me know soon. The way you started the case also makes it tough to use your plan as a springboard for our discussion.)

Candidate Review Sheets

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A Logical Flow Using the FRAME Method™ A Logical Flow Using the FRAME Method™

R - Read the Audience

Interviewer: Play the Chatty Cathy role (from Chapter 4) and give direction when necessary. Provide data when asked, but do not overwhelm the candidate with additional facts or “free” information. You’ll help him/her the most if you use the Re-routers (p. 16) to keep the discussion on track.

SuggestedSuggestedAnswers,Answers,DiagramsDiagramsandandBehaviorsBehaviors

Good Reactions/ Body Language:

•Firm, dry handshake, leaning slightly forward

•High energy

•Consistent eye contact during the introduction

•Warm smile, worn most of the time

•Relaxed manner in small talk and getting situated

•“Ready to talk” body language, sitting on the front half of the chair, eager to discuss the case

Average Reactions/ Body Language:

•Half-hearted handshake

•Average energy

•Frequently breaks eye contact (indicates nervousness or insecurity)

•Forced smile

•A little tense and awkward in getting set up

•Moving around a lot in the chair, leaning or sitting back too far, indicating disinterest or laziness

Poor Reactions/ Body Language:

•Soft, weak or moist handshake

•Low energy

•Little to no eye contact

•No smile

•Awkward conversation; palpable tension

•Sitting completely in the back of the chair; slumping over the desk; putting arms on knees in the football coach position

Candidate Review Sheets

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A Logical Flow Using the FRAME Method™ A Logical Flow Using the FRAME Method™

A– Anchor a Hypothesis

What did you really think? What was your hunch? As you put together your plan and thought about trying to prove your hunch, you should have considered the following:

•Discreet pieces of analysis that make it easy to focus the thinking and data drilling.

•Common sense appraisal of what is realistic in a start-up in the first two years.

•Bottom line orientation about what kind of return will be necessary to make this investment worthwhile.

SuggestedSuggestedAnswers,Answers,DiagramsDiagramsandandBehaviorsBehaviors

Potential Hypotheses

You may have had some initial thoughts about what the team should do. Did you intuitively think that opening salons would be better? How about leveraging the brand and selling a significant amount of product? Here are some thoughts you may have explored as you moved through the elements of your plan and tried to figure out if buying the business made sense:

Open Several Shops First

“Without salons to push the value of the products it will be difficult for the company to build market share. They need to put their energy in making a name for themselves through salon openings.”

Focus on Selling Products

“What a gold mine – a well established brand just waiting to be picked up, dusted off and marketed throughout North America. The team would be wise to focus on getting the product engine going, bring in some cash and then go after opening salons.”

Do Them Both

“MoMo Mui needs the power of both the salons and the products to make this venture work. At a minimum they should shoot to open one salon and of course blitz the market with their products. They may be able to build brand recognition and hype by having a salon that is in the news.”