Tipo V: Alta resistencia a sulfatos, se utiliza en obras con estructuras hidráulicas expuestas en agua con alto contenido alcalino, salmuera y agua de mar
PROCESAMIENTO DE DATOS
3.4.2.4. Termómetro industrial con termocuplas tipo K
2
Name Rakesh Ranjan
Interviewing with
(consulting firm) Deloitte Name of the
interviewer Mohan Round and Interview
Number (first/second/third)
Round 1
Personal Interview
Questions To start with, we connected really well, while we were walking down the corridor to the interview room. Mohan started off by asking “You all seem to have strong extra-curriculars” (I had done put classic music
performances in my resume)
I mentioned that it is also a factor that is seen during admissions, and that’s why the observation.
Mohan: Take me through your resume.
I: Let me take you through the things that I did apart from the expected duties at each level/stage.
Mohan: That’s great; go on
I: Went on to mention what initiatives I took at undergrad, work, ISB etc.. Mohan: Your CGPA takes you to which percentile in your batch.
I: Top 20%
Mohan: Do you think this is low? Why do you seem to have a comparatively lower CGPA?
I: (I had strong acads in undergrad) Answered appropriately on how I focused on lot of other things, ELP, PaEV etc..
Mohan: That’s nice to hear. You also seem to have done an ELP on a FMCG product launch in India. Can you elaborate?
I: Explained everything in detail including the focus on distribution etc.. Mohan: What is your view on the implementation of GST (Goods and services tax) in India? How do you think it might change the dynamics of distribution?
I: I do not have a lot of knowledge on this, but I can talk about the impact on FMCG goods. (Went on to describe how under the current structure double taxation happens and how that is limiting supply chain
optimization etc). Also mentioned that it might have an impact on businesses and consulting in supply chain.
Mohan: That’s what I wanted to hear. Which other companies are you interviewing with?
I: Diamond
Mohan: What if Diamond and Deloitte both make you an offer? I: Answered appropriately. Mentioned that it is responsibility and work that I am looking for and hence my decision would be based on that. Mohan: What if Deloitte and McKinsey both give you an offer? I: Answered appropriately.
Case question No case Case Type
Narration of the case, as descriptively as
possible What do you think went right for you in
the interview?
The connect! We soon established a strong rapport and were conversing like colleagues. I also mentioned that I didn’t know a lot about GST etc, but still made a good attempt at deconstructing the problem.
When asked to take through the resume, I went ahead to mention all initiatives and other responsibilities that I undertook at each level rather than a routine account of the work.
What do you think went wrong in this
interview
Nothing that I can recall.
Any tips for the future batch based
in this interview
Read the body language of the interviewer. If he is relaxed, smiling etc, try to be in the same disposition.
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Name Rakesh Ranjan
Interviewing with
(consulting firm) Deloitte Name of the
interviewer Two Senior Partners –Arun and Some other partner Arun was just watching me while the other partner kept asking the questions
Round and Interview Number (first/second/third)
Round 2
Personal Interview
Questions Not much. After a small introduction moved to the case.
Case question A long case was given. Lots of data and whenever I asked questions, a few set of slides were passed onto me. It looked like that the case was an actual one that the team had worked on.
Case: A European pharmaceutical manufacturer (top 3) wants to double his sales from Eur 5bn to Eur 10 bn in the next 5 years. Please advise. Case Type Revenue growth, product line optimization, market entry
Narration of the case, as descriptively as
possible
Laid out a small structure for the problem. There are primarily three ways in which the company can achieve the revenue growth:
1) Natural growth of the Industry 2) Organic Growth
3) In organic Growth – a) Acquire companies to expand product portfolio b) Acquire companies to improve market power in
existing segments
The partners were fine with the structure. Then I went ahead to discuss each of the points in slight detail.
Me: What is the expected growth of the branded cardio drugs (the market in which the company was operating) industry in the next five years?
Interviewers: Assume 8% per year.
Me: This means that if they are able to maintain their market share (value wise) over the next 5 years, their revenues will be approx = 5*(1.08)^5
Interviewer: I want you to show the calculations as well
Me: Sure, it will be approximately 1.4*5 = 7 bn + .15*5 = 7.75 bn Interviewer: Ok. Can you please explain why you used such figures. Me: Explained. So, the problem now seems to be divided into mainly two parts: a) How to maintain/improve market share in current operating segments
b) How to achieve another 2.5 bn of revenue growth.
# # # # " # " #
Let me first explore the inorganic growth opportunities for our client. Let us first try and understand market consolidation and cash position of our client. We will also try and evaluate any target that might …
Interviewer: (Interrupting in between) We are not interested in any acquisitions.
Me: Ok. That leaves us with organic growth opportunities. I would first want to explore what are the expansion opportunities in the existing market segments and then venture into new
products/segments/geographies.
Interviewer: Can you prioritize your action right now; we are running out of time.
Me: Sure. My first action would be to explore if we can grow with our existing products segment itself. Moreover, with our client being a top 3 player, it might be easier to grow with existing products than explore new products.
Interviewer: Ok. So what do you suggest?
Me: I can think of three opportunities here: a)Exercise market power to alter prices, if possible or b) alter distribution channel to improve revenues that reach us or c)cross-sell existing products to existing customers and increase value derived from a single customer.
Interviewer: Ok. That sounds fine. Now let us try to understand how we can expand into new geographies/new product segments.
Me: (Smiled! Realised that he was just trying to stress me out when he said that we don’t have much time) Ok. Can you share market size and growth by geography and segments information with me?
Interviewer: Gave a slide with lots of tables and charts (can’t recall, we were not allowed to carry notes outside)
Me: To frame my analysis, let me create a simple matrix. (Created the GE portfolio matrix). Went ahead to evaluate opportunities and
suggested new segments.
Interviewer: Do you think it makes sense to introduce Generics? Me: Given the existing market size of Generics and margins in the operating market segments it does not make much sense. However, to protect market share, the company should evaluate options of
introducing fighter brands like generics. Interview got over at this.
What do you think went right for you in
the interview?
Did lots of quick calculations and did not get stressed out. Maintained my composure and adjusted speed when required.
What do you think went wrong in this
interview
I felt that sometimes my structure was too elaborate and tended to put off the interviewer.
F
Name Apoorv Gautam
Interviewing with
(consulting firm) Deloitte Consulting India Pvt. Ltd. Name of the
interviewer Vinay Round and Interview
Number
(first/second/third)
First round, 1st one to be interviewed by the 13th panel
Personal Interview
Questions I had met Vinay on the night before during the company dinner organized by Deloitte. That helped to start the conversation. First he asked me to briefly go through my resume.
I also mentioned about things which were not mentioned in the resume. It really helped that I prepared in advance and listed down a few things which needed to be mentioned during the interview. Vinay picked up from there and asked me why I chose Marketing and Finance specialization. He also asked some questions related to my past work experience. All in all nothing surprising then he asked me question which I did not prepare for. He asked me what I think of issues related to formation of new states such as Telangana. I quickly gathered my thoughts and gave my rationale. Overall I was satisfied with my answer but in the hindsight I should have prepared for this question as this was one of the most talked about issues in the media.
And when I thought interview was almost over Vinay asked me to solve a small guesstimate which was to calculate the number of shoes sold in Hyderabad in a year. I gave him couple of methods to approach the problem. He suggested using either one of them and coming up with the final number. I chose one of the methods and told him the final answers. All this while I have been talking with him about my assumptions and why I was solving problem in that particular way. Vinay questioned one of my assumptions and helped me in making corrections. In the end, he seemed to be satisfied with the approach and I was relieved that first interview of my day went fine.
Case question Estimate the number of shoes sold in Hyderabad in a year
Case Type Guesstimate
Narration of the
case, as
descriptively as possible
What do you think went right for you in the interview?
I was prepared for most of the questions. All these were mentioned in the interview guides distributed by Consulting club and other alums. What do you think
went wrong in this interview
I should have been more prepared about popular media issues.
Any tips for the future batch based in this interview
Always attend networking events. I am sure everyone would say this but importance of such events can’t be emphasized enough. Practice PI questions by writing them; it worked for me at least. It helped me be clearer about the answer which is important when you are cross-
questioned in the interview. Outcome Moved to the second round
Name Apoorv Gautam
Interviewing with
(consulting firm) Deloitte Consulting India Pvt. Ltd. Name of the
interviewer Santosh and one of the Managers Round and Interview
Number
(first/second/third)
Second round
Personal Interview Questions
Case question To figure out the market entry strategy of a pharmaceutical company Case Type Marketing and Strategy
Narration of the
case, as
descriptively as possible
I was asked to figure out how a European pharmaceutical company should go about launching beauty products. This company may launch new beauty products by making small changes in existing health products. New management wanted to double the revenue in 5 years. I was given a lot of matrices and charts, showing market sizes and growth rates of various markets such as North America, Europe and emerging markets. Based on data and other qualitative judgments, I suggested going to European markets. I used hybrid of multiple frameworks such as new product introduction, market entry etc. to come up with a framework for solving the case. After number crunching we reached to the conclusion that this new beauty product market won’t be sufficient for the firm to double its revenue. Hence firm must increase market share in its existing pharmaceutical market. I used 2X2 matrix with new products, old products on Y axis and new customers, old customers on X axis. After probing, I realized that bottleneck in firm’s business was their business model. Firm used to buy patents from other small firms and use its manufacturing capabilities and extensive distribution network to sell the product. After number crunching I suggested the approach involving developing its own R&D capabilities and better incentivizing the distribution network. Also used share of voice*share of mind*share of distribution framework to give my recommendations.
At this stage Santosh asked me if I had solved the case before because I had touched upon all the aspects of the case I was pleased to see that case round went well and I came out relieved.
Later one of the alums asked me to wait. He went inside and discussed with my interview panel. He came out in 10 mins and asked me if I had other offers. I was damn pleased to hear that and got the sense that my interview went really well.
9
interview as a mutual problem solving exercise where interviewer is also part of it.
What do you think went wrong in this interview
Could have done calculation little faster. Small tricks of multiplications would have certainly helped.
Any tips for the future batch based in this interview
Be flexible in using frameworks. Sometimes you may need to use multiple of them in the same case so one needs to internalize them. Importance of solving sufficient number of cases cannot be emphasized enough.
Name Laxmikant Vyas Interviewing with
(consulting firm) Deloitte Name of the
interviewer Mohan Akela Round and Interview
Number (first/second/third)
Round 1, Interview 1
Personal Interview
Questions A) Why MBA? B) Why come back from US?
C) If offered Booz and Deloitte, what would you prefer? Case question A) What is the difference between ‘risk’ and ‘flexibility’?
B) If 4 warehouses were combined how would the inventory levels change?
Case Type None Narration of the
case, as descriptively as
possible What do you think went right for you in
the interview?
Thinking aloud for the questions
What do you think went wrong in this
interview
Nothing.
Any tips for the future batch based
in this interview
A) It’s ok not to give precise answers, just think aloud and you should be ok.
Name Laxmikant Vyas Interviewing with
(consulting firm) Deloitte Name of the
interviewer Deloitte Partner and another Sr. Manager Round and Interview
Number (first/second/third)
Round 2, Interview 1
Personal Interview
Questions Questions on past experience
Case question A pharma company wants to expand its business. How?
Case Type Market entry strategy. I was provided slides of case on request. Narration of the
case, as descriptively as
possible
Pharma company currently in Generics. Want to explore other options. Details of Market size, share, competition given. Draw inferences and support your logic.
What do you think went right for you in
the interview?
Kept cool head. Supported by inferences well with numbers. Talked loudly and kept focus on the problem at hand.
What do you think went wrong in this
interview
Missed out on some information I was given earlier.
Any tips for the future batch based
in this interview
A) Keep track of all the information you have.
B) It is ok to change your recommendation, in light of new information.
Name Deepshikha Ganjoo Interviewing with
(consulting firm) Deloitte
Name of the interviewer Sudeep Head of Healthcare Practice Round and Interview
Number
(first/second/third) Round 1, Interview 1
Personal Interview Questions
The first round was a very amicable interview where we had a general chat about multiple things. The positive thing was that I had already met Sudeep and most of the other Deloitte folks at a dinner hosted a couple of days before the interview and they recognized me from there. Sudeep asked me about my
background and the usual PI questions like why consulting, why Deloitte, why I moved back from the US. We also spoke about travelling being an integral part of the job and whether I wanted to change industries or remain in the same. We happened to live in the same places and we spoke about that. All in all it was a casual talk where he just wanted to gauge my communication skills and readiness for a career in consulting. I asked him about the healthcare practice and how it was in India and also how the US- Hyderabad business model of Deloitte worked.
Case question None
Case Type -
Narration of the case, as descriptively as possible What do you think went right for you in the interview?
One major thing that went right was that the rapport between me and the interviewer. He had a good sense of humor and I could gauge his personality and talk accordingly. Also the fact that I had spoken to him and asked questions during the dinner session
What do you think went wrong in this interview Any tips for the future batch based in this interview