1st Round: 30-minute call with Recruiter - Recruiter was extremely nice and easily reachable. Absolutely a pleasure to work with her through the process 2nd Round: 1-hour mini case round with Manager on potential team - Unenthusiastic, hard to read Power Day: 2 business case interviews and 1 product case interview (Power Day). Potential for 4th case, but the recruiter told me that I didn’t need to (which signifies you will probably be rejected) - 1st Bus Case: Stern, unenthusiastic, seemed disinterested, short answers to questions I asked at end - 2nd Bus Case: Super nice and conversational. - Prod Case: Absolutely lovely person! Mini Case Venture card, you are the head of the deals partnership dept. What factors would you consider before the partnership with the other company? Calculate the profit/Loss with the given data: - X thousand Cards - Fraud $X/card/month - Annual fee $X - Interest revenue $X/card/month We decide to partner with Share My Ride. - How would you incorporate that deal into the card? - Potential answers: Offer statement credit, more points per ride, discount/promotion, etc) Introducing $X statement credit/card. $X million marketing cost. - How many cards would you need to maintain the same profit as calculated previously? Now introducing gamers as the new customers. There will be 25% of the new customers who will sign up for the card using the $X statement credit and close the card in the first month. (They will not pay annual fees, accrue interest, or have fraud costs) - How many more customers will you need now to maintain the same profit? (The key here is that it's only applicable to the new customers. Previous customers will have the same costs and revenue). Given the newly calculated number of customers to achieve profitability, does it seem achievable (subtext: given the marketing costs)? Power Day (1 Product Interview, 2 Case Interviews) 1st Business Case: You are the P&L owner for a weather Insurance business. Protects farmers from crop failure. Farmers pay a premium to be protected, and receive a payout if crop failure occurs from weather incidents. Who should I go after? What is the target problem this solves? Profit Maximization/ Break-even Analysis. Given the data, what is the highest probability of crop failures that can happen per year for you to break even? - $X/month premium received per farmer - $X/month servicing costs - $X payout if a crop fails - $X/quarter regulatory expense - $X one-time regulatory expense if crop fails Showed a graph with different potential customer segments and their likelihood of crop failure. Which groups can you go after while still staying profitable? 2nd Business Case: You run a shared workspace company. Given the data, how many total hours do you need to break-even per month? - No fixed costs - Rent: $X/month - Other Expenses: $X/month - Membership Rate: $X/hr/person Assume workspace was used X hrs this month, what is the profit/loss? - Assume customers use the workspace X hrs on average a month, what is the number of customers you need to maintain this profitability New promotion offer. Get X hrs for $X - Using the number of total customers you calculated in the prior question, how many people need to take this promotion to break even. - Given that X% of people signed for the same promotion at a similar location (competitor), the total hrs workspace used increased, but revenue declined by $X. What factors could cause this? - Calculate avg number of hours per month someone who doesn’t use the promotion need to use the workspace to achieve X revenue - Already have X total customer, promotion variables - Does this promotion work as intended (to maximize/increase revenue per customer)? Product Case: Physical Product: Find 10 ways to improve a water bottle. I did not get to choose the product to think of improvements for, the interviewer said water bottle. Digital Product: Talk about an app/digital product you use. I choose the app, not the interviewer. - Who are the customers/value prop? - What are their revenue sources? - Who are their direct competitors? - What metrics would you look at daily if you are CEO? - List new features/ways to improve the app. How would you monitor its success (KPIs)? - What concerns do you have about the product (data privacy/collection, addiction, etc)?