BtE case competition Toolbox

About the Toolbox

The Beat the Elite Toolbox is a collection of
useful guidelines and frameworks that will assist
your case solving process. Although its primary
objective is to be used for Beat the Elite, you
may also find it useful for other case solving
exercises, such as in classes or in job
interviews.

Much of the content in the Toolbox are meant to
serve as a foundation for non-experienced case
solvers, thus the Toolbox does not contain a
certain right way to solve a case. It does
however contain a lot of useful tips and tricks. It
is not intended to be a winning formula, but by
reading through this collection of frameworks
and guidelines the team might be one step
closer to be able to Beat the Elite.

- Enjoy.
Disclaimer
This Toolbox is a collection of useful tips, tools,
advices and frameworks that have proven useful
for several different case solvers and winners in
the past. The Beat the Elite Toolbox is developed
by past case team members and winners and
therefore all material rights belongs to CBS Case
Competition. Beat the Elite Toolbox by CBS
Case Competition is licensed under a:
Creative Commons Attribution-NonCommercial-
NoDerivs 3.0 Unported License.

For further information, please visit:
www.casecompetition.com/bte

2 2013
BtE case competition Toolbox
Introduction
Problem solving:
This section describes how to structure the
problem solving part of your solution.
Presentation:
How to set up your presentation and ensure
the output looks nice, neat and professional.
Practicalities:
This section describes some of the practical
things that can be done before the case
launch, as well as some insiders tips from
previous participants.
Industry overview:
This section highlights the key traits for a
wide range of industries. It is intended to
enlighten people with limited knowledge of
business on what areas to focus on during
the case solving
Additional reading:
External sources and readings.
Content
Problem solving pp 4-8
Presentation pp 9-24
Practicalities pp 25-27
Industry overview pp 28-36
Additional reading pp 37
3 2013
Problem Solving
Introduction
Structuring of the problem solving process is very
important. The teams are only given 24 hours to
solve a complex problem and hence a systematic
approach will help prioritize and structure the task at
hand. This section is about exactly how to do that.
Hypothesis-driven problem solving:
This section describes one the most time efficient
ways to attack a problem.
MECE approach:
The MECE approach is widely used within the
management consulting industry and for a good
reason; This framework ensures that the whole
problem solution space is tested.
Issue tree:
Issue trees are often combined with the MECE
approach in order to prioritize and break down the
problem.
Sanity check:
This section describes the importance of doing a
sanity check.
Content
Hypothesis-driven problem solving
MECE approach
Issue tree
Sanity check
4 2013
Hypothesis-driven problem solving
Description
Hypothesis-driven problem solving is,
as the name states, all about forming
a hypothesis and then testing whether
one is right or wrong about the initial
hypothesis.
As an example look at the figure on
the right. This example describes the
hypothesis that changing the quality
of the product will lead to an increase
in the price and thus the profitability of
the product sold.
First the initial hypothesis is stated,
this is then followed by an analysis
which can lead to either confirming or
refuting the initial hypothesis. After
this, a series of new hypothesis can
then be formed, here are two
examples:
Do not look for profit by changing
quality since the analysis shows that
neither in- or decreasing quality will
change profitability.
Or check if reduction of quality
instead will lead to increased
profitability.
Looking at price
sensitivity,
consumer demand,
capital investments
needed and uptake
rates,
After analysis we
refute the
hypothesis.
Increasing quality
will not increase
profit pr. item.
Increasing quality
of the product by
5-10% will lead to a
2% increase in
profit pr. item.
Hypothesis
Refute
hypothesis
Confirm
hypothesis
Analysis
conclusion
Data
Analysis
or


No additional profit
can be found by
changing quality.












Reducing quality by
20% will lead to 5%
increase in volume
and 10% increase
in price pr. item.
New
hypothesis /
final
conclusion
New
hypothesis /
final
conclusion
Stating initial
hypothesis
Confirm or refute Research,
analysis and
conclusion
Formation of
next step
hypothesis
5
or
2013
Total possible solution space

MECE
Description
MECE stands for Mutually Exclusive
and Collectively Exhaustive and is a
tool commonly used within the
management consulting industry. The
framework makes it easier to break
complex problems down into smaller,
more simple problems. If the
breakdown is MECE the team
ensures that all the sub-issues
collectively exhaust the total solution
space (no grey area is left uncovered)
and that the sub-issues are mutually
exclusive (no sub-issues are
overlapping) as seen on the right.
By structuring a problem this way the
team ensures that they do not miss
any possible solution options. It will
also be possible to distribute the work
among the team members without
duplication of any work, thus the
limited time will be used more
efficiently.
Total possible solution space

Sub-issue #1
Sub-issue #2
Sub-issue #4
Sub-issue #3
A non-MECE issue tree
Sub-issue #1
Sub-issue #2
Sub-issue #4
Sub-issue #3
A MECE issue tree
6 2013
Form solution
hypothesis
Overall
problem
MECE
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LxporL Lo
Chlna?
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LxporL Lo
8razll?
updaLed exlsung
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A MECE issue tree
Description
The issue tree deconstructs an issue
into its sub-issues and the sub-issues
into its sub-issues and so forth.
A complete issue tree makes
identification of possible solutions
easier and guides the problem solving
process.
In this example an issue tree is
constructed around a profit problem in
a company, so in order to know how
to fix the profit problem, a MECE
issue tree can be constructed.
The overall issue is profit. On the next
level, profit is deconstructed into
revenue and cost. Please note that
revenue and cost are the only drivers
of profit and they are not overlapping -
henceforth the issue tree is MECE at
this level.
Looking at revenue this is
deconstructed into price / item and
volume, again this is two MECE
elements of revenue.
This issue tree is MECE but all
branches are not fully developed.
Note: No issue tree is the only right way to structure a problem but many are wrong, which is why making it MECE must be top
priority.
7 2013
Sanity check
8
Description
Early on in the process it is important to do a
sanity check of your solution. As seen in the
figure, the sanity check is supposed to make
sure that the proposed solution is both
creative, has sound analysis to back it up, is
feasible and has impact. If all these four
elements are in place the team could have a
winning solution.
The sanity check is also a good opportunity
for the team to stop working, take a step back
and ask the question: Is this solution
something that the company might actually
consider?
Again, there is not one way to get it right, but
many ways to get it wrong. An example of a
creative, but non-feasible solution, could be to
open a store on Mars. An example of a
solution that have all elements but creativity,
could be to optimize all current operations by
2%.
Neither solution are winning solutions due to
their complete lack of one of the four
elements. So make sure that at least these
four are somewhat present.
Feasibility
Impact
Creativity
Analysis
Winning
solution
2013
Presentation
Description
This section entails everything you need in order to
convey your solution in a compelling and convincing
way.
There are two major parts of a good storyline:
1. Structure of content telling the right things.
2. Structure of argumentation telling it the right
way.
If you have these two elements you have a good
storyline.

This section first describes and exemplifies a logical
way to structure the content of your presentation.
That is which analysis and finding to present in
which order.
Then, this section describes the two most used
argumentation structures, the inductive and the
deductive which is then exemplified.
Lastly, in the final part of this section everything is
put together in an example of a good case solution
storyline.
Content
Storyline pp 10-15
Structure of content
Structure of argumentation
Inductive vs. Deductive
reasoning
Putting it all together
The executive slide pp 16
Powerpoint dos
and donts pp 17-24
9 2013
How to structure your content in a
logical way
Setting the
stage






Identify
problem



Solution
Arg. 1
Arg. 2
!
Impact






Description
An often used structure of the content in the
presentation is based upon what the reader
expects to come next.
On the right is an example of how to structure
the different parts of your solution. This flow
ensures that the structure of the solution is
easy to follow for the reader/listener. These
four parts are based upon what you are
telling the reader, as seen on the right.
First the overall situation of the company is
presented.
Then, the implication (problem) of that
situation is identified.
In the third part of the story, the solution to the
problem is presented. In the solution part it is
also vital to present the arguments as to why
the team has settled on that particular
solution.
Lastly, the impact of the solution should be
presented.
10
Logic of structure - we are telling you!
1: Where are we now?
2: Why is this a problem and
what is the problem?
3: What is our solution
to the problem?
4: What is the impact
of our solution?
The four major elements
2013
How to structure a strong logical argument
throughout your presentation
Inductive method:
1. Tell your recommendation/solution up
front in the presentation.
2. Then, in the following section tell why
you recommend what you do.
Deductive method:
1. First, show all your analysis and
conclusions.

2. Then, in the end serve your final
recommendation for the company
based on the results of your analysis.
Note:
While the deductive method can be really powerful if used correctly, it is recommended that the team uses the inductive
storylining. The reason being that if using the deductive reasoning, the team must be absolutely sure that the reader will agree
on the results and the logic of the argumentation or else the complete argument for the solution could fall apart. The inductive
also has the advantage that it follows the logic of: First tell them what your going to tell them, tell them and then tell them what
you told them.
Description
Having secured that the structure of the
content in the presentation is good, the
team must also make sure that the
storyline follows a strong logical
argument. That is, how to structure the
four elements. This means that it should
be easy for the reader to follow the
logical flow of why the next slide looks
like it does. E.g. setting the stage: the
companies revenue is stalling due to
maturity in market ! the next slide
indentifies the problem of the situation.

Broadly speaking there are two
possibilities for how to build the logical
argumentation of a good storyline. A good
story in a solution almost always follows
either the inductive or the deductive
method.
Solution


Argument

Argument


Solution
F
l
o
w

o
f

a
r
g
u
m
e
n
t

F
l
o
w

o
f

a
r
g
u
m
e
n
t

11 2013
Example of the inductive storyline
The company should expand their business to China!
!By first targeting the coastal region!
!And pack items in smaller packages!
!Resulting in a net turnover growth of USD 1bn in 2015
Reasons for going to China
1. Because the market potential is huge.
2. The growth is strong.
3. Current markets are mature.
4. There are certain risks but they are limited.
5. We will be able to boost revenue by USD
1bn by moving into China.
6. Which is more than other considered
possibilities.
Why to target the coastal region
1. Large share of population.
2. Fastest growing region.
3. Highest share of net wealth people.
Reasons to consider product
modifications
1. Cultural differences make Chinese
consumers seek different value
propositions.
2. Small is beautiful in China.
3. Current consumer trends support smaller.
Financial analysis of revenue
growth by 2015
Wrap up
We recommend that!
!because! (supportive analysis and conclusions)
Note:
This box is
basically what to
tell on the
executive slide
12 2013
Example of the deductive storyline
The company should expand their business to China!
!By first targeting the coastal region!
!While consider product modifications!
!Resulting in a net turnover growth of USD 1bn in 2015
1. The market potentials
2. The growth rates
3. Current markets potential
4. Risks involved
5. Revenue possibilities in different markets
" China comes up as the most
lucrative market
1. Distribution of population and their net wealth
2. Growth across Chinese regions
" The coastal area is where the
Chinese expansion should start
1. Cultural differences
Value propositions needed
Spending patterns
Consumer trends
" Packaging in smaller bundles is
needed
" Financial analysis of revenue
growth by 2015

" Wrap up
!leads us to recommend that!
Looking at! (analysis and conclusions)
Note:
Again, this box is
similar to the content of
the executive slide.
13 2013
Another example of the inductive
storyline
14
Description
One can see how this
structure is closely linked to
the MECE framework. In fact
a good logical structure will
almost always follow from a
correctly constructed MECE
tree.
In the figure on the right it is
shown how one argument
builds upon the underlying
arguments.
First the solution and its
impact is told.
Then on level 2 the
possible markets are
presented.
On level 3 the different
analysis are presented.
The Chinese outperformed
taking market size, risk
analysis, impact and ease
of implementation into
account.
Finally, on level 4 the roll
out plan is justified.

Expand to china
realizing a USD 1bn
revenue growth
Chinese market
Market size &
growht
Risk analysis Roll out plan
Region
feasibility
Product
portfolio &
channels
Consumer
behavior
Financial impact
Current markets
Market size &
growth
Other markets
Market size &
growth
Risk analysis
Which new market should the company expand to?
2013
Putting it all together: Telling a story during
the progression of the presentation
Key focus areas:
Logic of progression through the presentation should be easy to follow.
By reading only the headers, the reader should be able to understand case solution. See the example below.
Executive slide
We recommend the company
to expand their business to
China and gain USD 1bn in
revenue because home
markets are under pressure.
Home market is weak!
We see weak growth
Increased competition
Weak spending due to
financial crisis
!So other revenue
sources are needed!
1. Brazil
2. Russia
3. India
4. China
" China is the best option
!China is the most
promising market!
High growth
Large market
Weak customer loyalty
Resistance towards
western brands
!They can be won by
adapting product!
Given consumer behaviour,
best way to enter is:
1. Enter
2. Adapt
3. Expand

!And will make further
expansion possible.
Start in major cities
Expand to coastal region
500 stores by 2015
So while still taking risks
into account!
Risk 1
Risk 2
Risk 3
" How to mitigate risks
!Although Chinese
customers are different!
Resistance towards
western brands due to
1. Reason 1
2. Reason 2
!Our solution will grow
topline by USD 1bn
Wrap up
Tell them what you told
them.
uSu 1 bn
2020
Note:
This presentation is not a
solution for how you need
to structure (or design) your
presentation, but only
meant as an illustrative
example.
15 2013
The executive slide


[Setting the stage]
What is the current situation for the firm?

[Identify the problems(s) or opportunity]

[Propose solution]
Argument 1
Argument 2
!

[Discuss impact/implications]
Financial and strategic impact
Executive slide
Setting
the stage
Executive slide
Identify
problem
Solution
Arg. 1
Arg. 2
!
Impact
Description
It is recommended to put an executive slide in the beginning of your presentation, since this supports the inductive
reasoning.
The executive slide should!
Make the reader able to understand your solution and why you have reached your conclusions.
Be the introductory slide for the presentation presented to the judges, should the team reach the finals.
Tell the same story as all the headlines of the presentation.
Example A Example B
16 2013
Powerpoint dos & donts
17
Introduction
This following sub-section is a collection of dos
and donts regarding the visual setup of your
slides. Since you only have 10 slides, it is vital
that nothing is lost in translation, meaning do not
succumb to the usual Powerpoint mistakes.
The following examples are not an exhaustive
list of all powerpoint mistakes but a collection of
some of the most common mistakes that can
easily be avoided.
By making sure that your slides look more like
the do-examples and less like the dont-
examples you increase the possibility for the
reader to understand the slides as it was
intentionally meant to be understood.
On the right you will find a list of the following
slides.

Overview
Notation on graphs pp 18
Key takeaway in header pp 19
One message pr. slide pp 20
Less is more in graphs pp 21
Less is more in effects pp 22
Supporting the message pp 23
Illustrate instead of excessive
use of bullets pp 24
2013
Remember notations on your graphs
Do Dont
32.6
41
-20
2 -2
-10
-100
0
100
200
300
400
300
600
2007 2008 2009 2010 2011 2012
32.6
41
-20
2
-2
-10
-100
0
100
200
300
400
300
600
2007 2008 2009 2010 2011 2012
!

#
$
$

%&
8evenue L8l1uA
Note: Only include data labels if they are needed to prove your point.
Also remember to include your source in the bottom of the slide. This adds credibility to your presentation.
Source: Annual report 2012
18 2013
Make sure to put the key takeaway from
your slides in the header
Do Dont
Recent financial development
326
410
123
270
180
170
32.6
41
-20
2 -2
-10
-100
0
100
200
300
400
300
600
2007 2008 2009 2010 2011 2012
!

#
$
$

%&
8evenue L8l1uA
Case Company has faced stagnating revenue growth and
swindling margins since financial crisis in 2009
-100
0
100
200
300
400
300
600
2007 2008 2009 2010 2011 2012
!

#
$
$

%&
8evenue L8l1uA
19 2013
Tell only one key message pr slide
Do Dont
CaseCompany has not recovered from financial crisis and
current plan will not meet 2015 turnover target
Note: Due to the limitation of 10 slides pr solution it may prove neccesary to cram more information into every slide, but it is
strongly recommended to only deliver one key message per slide
CaseCompany has important revenue drivers, but it has resulted in poor post-
crisis growth and cost savings initiatives from previous strategy plan will not be
able to satisfy shareholder expectations of USD 1 bn in turnover by 2015
8evenue
- urlver1
- urlver2
CosL
- urlver 1
- urlver 2
- urlver 3
roL
CosL savlng lnluauves from "2013-lan"
8educe overhead by 10
ulvesL subsldlary1
rocuremenL Savlngs lan
1ager: 30M ukk
CuLsource of producuon Lo lndla
Recent performance Turnover forecast
2015 Target
20 2013
Less is more when it comes to data
presentation
Do Dont
Note: Design your graph so the reader quickly and easely can read it
Revenue split into carrier type and region
21 2013
Less is more when it comes to colours and
effects
Do Dont
Note: !and it looks unprofessional
22 2013
Make sure only things that back up the
message of the slide is included
Do Dont
Note: Images should only be included if they help to make a point clearer. Here this is hardly the case, even on the left-hand
slide the value-added from the images is limited.
23
Design for social change
requires three key initiatives
Structure new business models to diversify
withholding and manage assets
Gravitate to situation-oriented business
models
Find new eco-friendly consumer-oriented
byproducts
2013
A figure is worth a thousand bullets
Do Dont
Note: Excessive use of bullets dilutes their purpose. A bullet point is a short concise point dont put 20 short concise points
on one slide. Not only is it tedious to read, it also hide the message of the slide.
24 2013
Practicalities
Description
This section describes some the most important
practicalities that lies outside the actual problem
solving process and case solution. That being
said, the practicalities included and described in
this section has a high probability of making the
24 hours of case solving easier. If ignored, there
is a high probability of making the case solving
hours more difficult.

Time management:
Due to the time pressure, a good plan will
ensure that the team makes the most of the
available time.
Quotes from the insiders:
This section includes some insiders tips for what
things the team would be like to have under
control before the actual case launch.
Content:
Time management pp 26
Quotes from the
insiders pp 27
25 2013
uevelop soluuon
19:00
lnlual daLa research 8eLesL hypeLhesls
8raln
sLorm
SLruc-
Lurlng
10:00 11:00 12:00 13:00 14:00 13:00 16:00 17:00 18:00
2hr checkup.
Are we allgned?
uevelop lnlLal hypoLhesls
Draw up a time plan before the case
launch
uevelop soluuon
8uer/
rehearse
20:00 21:00 22:00 23:00 24:00 01:00 02:00 08:00 09:00
2hr checkup 2hr checkup CaLher slldes llnal verslon
Sleep
The time plan does not have to be as specific
as this one, but a rough time plan will certainly
prove helpful as it will help the team to not
spend too much time on unnecessary tasks.
E.g. analysis of market irrelevant for the case
solution, spending too much time on date
search etc.

Also the team should note that the time plan will
almost certainly not be held, as unavoidable
events will happen during the case solving.
However, making a time plan will keep
reminding the team that time is precious and
spending it unwisely is not recommended.

Lastly, this time plan is not the golden rule as to
how to allocate the 24 hours but only an
example. The golden rule that does persist is,
the more specific the time plan, the more it will
help throughout the process.
Description
Example
26 2013
Quotes from the insiders
My five cents on practicalities would
definitely be to assign team roles and
know each others relative strengths and
weaknesses. Having the discussion
before the launch as well as a time
manager saved us time.
Remember to buy
snacks, snacks,
snacks & more
snacks.
Set up the master slide
before the case launches.
We wasted at least 3 hrs.
setting up and agreeing on
the layout.
Practice makes perfect. It was so evident
that the more training cases we did, the
better we got.
Know your data sources.
Having the best data
available is a competitive
advantage.










27
It is very wise to save some time in the end
for iteration, going through every slide
asking the questions: What do we want to
tell with this slide and will the reader
understand it.


2013
Industry Overview
Description
This section describes some the typical
industries that cases evolve around. The given
industry description serves as a guideline of the
key aspects to consider within a particular
industry. Please note, the industry list is not
exhaustive, and there may therefore be
additional industries that you may need to do
research on yourself. Additionationally, please
note that the industry snap shots are not a recipe
for success, but rather a guideline and help for
those who have limited knowledge about the
industry (for instance non-business students)

Each industry snapshot gives entails a short
description of key trends, competitive landscape,
customers, channels, and profit summary.
Content:
Transportation pp 26
Consumer Packaged
Goods (CPG) pp 27
Entertainment
Finance
Manufacturing
Media
Pharmaceuticals
Technology
28 2013
Transportation companies provide transport services for passengers and/or for freight, and
can be done either via rail, road, air, or water
Transportation Industry

Description
29 2013
Increase of cost competition as more transportation service types become more freely
available
Can be seasonal for certain types of transportation services
Private individuals
Corporations/small businesses
Travel web sites/resellers
Fare revenues; administrative & handling fees; add-on service sales
Variable costs: fuel; food and beverage; staff/hourly employees
Fixed costs: fleet leases; gate/port leases; IT/admin costs; salaried employees

Key trends

Customers

Revenue drivers

Cost drivers
CPG companies provide consumers with a range of household products and the like, such
as soaps, pet supplies, snack foods etc.
Consumer Packaged Goods (CPG)

Description
30 2013
Consumer lifestyle, e.g. aging population, social networks, online ads, go green, etc
Product mix and brand management are critical to CPG companies
Individual Customers
Business Customers
Volume of goods sold; price premium on branded goods; new product introductions
Branding; sales; marketing; COGS (commodity costs raw & packaging material)

Key trends

Customers

Revenue drivers

Cost drivers
Broad range of financial products (deposit services, credit cards, loans, etc.) are sold by
banks whose main function is to collect money from those who have savings and loan
money to those who need it.
Finance (Consumer Banking)

Description
31 2013
Financial crisis threatened solvency of industry due to illiquid and un-valuable assets
Consolidated, mature industry with growth through acquisitions
Demographic shift creating a large market for retirement products
Individual consumers, especially high net worth consumers
Small/medium businesses without sufficient size for larger investment banking financing
services
Difference between the banks borrowing cost and the interest rates charged to borrowers;
administrative fees for services
Administration; salaries; writing off bad debt, bank branch offices

Key trends

Customers

Revenue drivers

Cost drivers
Manufacturing sector includes companies that are in the business of mechanical, physical,
or chemical transformation of materials/substances/components into new products
Subsectors of manufacturing include: textile, paper, chemical, computer/electronics,
transportation equipment, machinery
Manufacturing

Description
32 2013
Manufacturing is highly cyclical in most sectors
Higher cost structure (labour in many cases) lead companies to outsource manufacturing
to lower-cost regions of the world
End-consumer; OEM (original equipment manufacturer); B2B (Business-to-business)
Diversity of customers; volume; emerging markets; adjacent industries; new technologies/
products
Potential outsourcing quality costs; supply chain management (inventory turns); labor; raw
material; channel management; marketing; capital investment in equipment

Key trends

Customers

Revenue drivers

Cost drivers
The media sector includes print, audio ,and video content generation
Primarily an advertising-supported industry, the traditional media space faces
unprecedented challenges as online media continues to disrupt traditional business models
Media

Description
33 2013
The rapidly advancing speed of the internet and wireless devices change the consumption
pattern of media
The proliferation of free content has harmed content generators but created opportunities
for new channels.
Individual end-consumers
Business users
Advertisers
Advertising; subscriptions; individual sales
Variable costs: salaries; technological equipment
Fixed costs: Studios/press offices; overhead; marketing; advertising

Key trends

Customers

Revenue drivers

Cost drivers
Pharmaceutical companies produce original patent-protected (for a certain period of time)
drugs for human and animal diseases
Generic drug producers produce copy-cat drugs (with the same medical result) at a lower
development cost when the originator drugs patent expires
Pharmaceuticals

Description
34 2013
Price competition from generic drug manufacturers
Increasing pressure from health insurance companies and hospital chains to reduce prices
R&D challenge of finding high revenue drugs
Doctors who prescribe these medicines
Insurance companies that pay for them
Patients/consumers who need these drugs/medicines
Patent premium; buy-in from doctors that will prescribe; speed to market; niche products
Variable costs: sales; marketing; raw material, salaries
Fixed costs: R&D; equipment; machines

Key trends

Customers

Revenue drivers

Cost drivers
The entertainment industry provides different services and products for customers' leisure
time
Entertainment

Description
35 2013
Increasing competition from stay-at-home or other free alternatives of entertainment
compared to traditional entertainment types
Individual customers
Business arrangements
Service/product/ticket sales, subscriptions, gadgets sales; add-on sales
Variable costs: raw materials; salaries
Fixed costs: equipment, venue areas; advertising

Key trends

Customers

Revenue drivers

Cost drivers
The technology industry broadly consists of the systems (PCs, servers), semiconductors,
communications equipmentl software, internet and IT services subsectors.
Technology

Description
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Increasing M&A activity: aggregation offering customers a one stop shop proposition
Co-opetition: Leading vendors co-exist as competitors and collaborators.
Cloud Computing: Offering IT as outsourced utility has implications across subsectors
Individual customers
Enterprise, SMB (small/medium businesses),
Retail channel customers
Subscriptions; licenses; maintenance; renewals, revenue per click
Variable costs: salaries, advertising
Fixed costs: R&D; equipment: gross margins, R&D

Key trends

Customers

Revenue drivers

Cost drivers
Additional reading
Online
Here we have listed external sources and additional
reading that is also useful for the case solving team.
Choosing the right kind of chart:
http://extremepresentation.typepad.com/files/
choosing-a-good-chart-09.pdf

Previous cases:
http://www.casecompetition.com/case_solving/
previous_cases

www.caseinterview.com

www.bcgperspectives.com
Data sources:
http://www.eiu.com/
http://research.thomsonib.com/

Offline
How to structure your argument:
Barbera Minto The pyramid principle
Presentation design advice:
Gary Reynolds Presentation Zen
Nancy Duarte - Slideology
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