Watch now a McKinsey-style case solved by an ex-McKinsey consultant! Do you want to watch a case interview where I interview a real candidate using this very …


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  1. Augmented Reality and Unorthodox marketing campaigns can also be a few possible solutions. I think he already mentioned it but collaborations with furniture stores is a really prospective solution.

  2. Hi guys, I am struggling to see why some buckets in the framework answer the questions of "market attractiveness". Particularly "is it a nice business to run?" which is more important to assess if he business is attractive, not the market. "Can we hold a competitive advantage" is also a question regarding the business, not the market. Do you guys agree ?

  3. one quick question. I'm curious in "market share question part" if I assume the total market worth 100B our market share will be 12B. and others are 88 B. our share grow to 12*1.3*1.4 =~ 22B. while assume others competitor remain the same at 88B. (neglect 80% growth which affect both of our company and the competitors) so our share should be 22/(22+88)*100 which is 20%. am i missing something??

  4. Regarding the market share projection (the analytical part), it isn't correct to say that the expected increase in sales translates directly into a corresponding increase in market share, since the total sales of the industry would also grow… Thus, the future market share will be sligthly less than the calculated value – right?

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  6. Does nobody question the math task? Since when do you consider your market share without focusing on market share of other participants? Your solution does make no sense to me. Could you please explain your solution?

  7. I guess the last math answer was wrong:
    The company growth 82%, going from 12% to 19.88% (not 21.84%) of the marketshare.
    Math: 12*1.82 = 21.84, i will not point it with "%", because it don't represent the marketshare yet.
    While it company was with 12%, the others together had 88%
    New marketshare: 21.84/(88 + 21.84) = 19.88%

    * The amount 8% that all companies of bed and bath grows dont matter to the marketshare, just like he said
    Easier way to understand: lets say the company A sold $12kk, B-Z sold $88kk. B-Z didnt grow up over the 2 years, A increased 82% in sales, as we saw in the video, so it sold $12kk * 1.82 = $21.84kk, representing $21.84kk/($88kk + $21.84kk) = 19.88% of the marketshare

  8. Incredibly good work, especially your 5 ways to be MECE tips. resolved all my already done cases with those powerful tools in mind, and it helps alot to bring a decent structure to the case solving! 🙂 Keep up the good work!

  9. Thank you, guys! Nice case, slightly different from the normal acquisition cases. And I did this after your fundamentals course and did very similar, in the brainstorm it was nice to see that i was able to capture the mkt place idea !

    Obrigado pela ajuda.

  10. At 17:25 there is a pop up which says Bruno missed percentage of visitors who purchase. But at that point he was talking about acquiring new customers and not increasing sales / revenue per customer within the existing customer group (which were his other 2 points) . Am I missing something?

  11. Nice video, Bruno and Julio. I finished the Case Interview Fundamental, and I think after several practices I passed the stagnancy period. Case questions always interesting and I don't mind answering any question now. I thank you from the bottom of my heart.

    In this video, I'm wondering about the calculation a bit, please correct me if I'm wrong.
    In the 0-year, our market share was 12%, or lets say $12. That left the other market (Bed and Bath offline market) with $88.
    After 2 years, our market share was increased by a factor of 1.82. Assuming that we follow the growth of the market (80%, which by the way I'm not sure that is the right assumption because I think e-comm market had different growth than offline market, resulting in 80% increase combined from total market size increase and e-comm market share increase), we should be at $21.84 for our share.

    Here, isn't the B&B offline market are still at $88 relative to our initial $12 because the assumption is the market growth at the same rate? If that's the case, our new market share should be $21.84/$88 * 100% ~ 25%.

    Thanks Bruno and Julio, have a great day.

  12. i' d score this as a fail. you've been asked to provide three or four (that is three or four) factors to analyze and you've provided 11. that's a failure to me. if i were a busy financial guy like you described he got money from finance market – i'd assume he should be very busy – i would stop you right at the end of the 4th and say good-bye.

  13. The customer loyalty response at 10:30 seemed sub par. Full disclaimer: I haven't yet watched past that. Customer loyalty is primarily a function of the customer's own behavior and secondly a function of how you treat them (customer service, price and product differentiation, etc).

    We can assume customers are either "recurring" (have purchased home goods items before) or "non-recurring" (new customers breaching the marketplace) to the broader market .If we assume that customers are inherently loyal and sticky, then it is a problem because that would make it increasingly more difficult to capture already "recurring" customers (they may be loyal to a different company). If we assume the bulk of the customer pool is "non-recurring" then that means you'll be able to capture them more easily and keep them on with brand loyalty, but it will be more difficult to cross sell to them since they are new to the market altogether.

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