09. Consulting Flashcards

1
Q

How many people are there in the world, US, and China?

A
US = 300 million
China = 1.5 billion
World = 7.0 billion
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2
Q

How many people are there in New York City, Shanghai, Los Angeles and London?

A

NYC = 8 million
Shanghai = 25 million
Los Angeles = 4 million
London = 8 million

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3
Q

How many households are there in the US?

A

100 million

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4
Q

How many people are online in the US?

A

75% of the US population = 225 million people

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5
Q

How many web users are there in the world?

A

2.5 billion

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6
Q

How many businesses are there in the United States?

A

30 million

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7
Q

How much pizza is sold in New York City every year?

A

This is a strict consulting case question; you’ll encounter fewer of these in your interviews. HF/PE consulting questions focus more on business scenarios, but you can get asked this type of question as a brainteaser. These “guestimations” can be solved either “top down” or “bottom up.” Top down approach: Assume that 10 million people live in New York City and that 80 percent of them, or eight million people, eat pizza. Let’s say that the average New Yorker eats pizza twice a month, and will eat two slices each time. If a slice of pizza costs $2, then that’s $4 spent at each sitting and $8 spent each month. That equates to $96 (round to $100 for simplicity) every year. Multiply that by eight million pizza eaters, and the market size for pizza in New York is approximately $800 million. Bottom-up approach: A slice of pizza in New York costs approximately $2 per slice. If the average person has two slices with his meal, then the average ticket (not including drinks) is $4. If the average person eats pizza twice a month, then that’s $8 a month or $96 a year (round to $100 for simplicity). Let’s assume that 80 percent of the 10 million people in New York City eat pizza. That means that the eight million pizza eaters in New York spend approximately $100 each every year on pizza, for a total of $800 million.

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8
Q

How many gallons of white house paint are sold in the U.S. every year?

A

THE “START BIG” APPROACH: If you’re not sure where to begin, start with the basic assumption that there are 270 million people in the U.S. (or 25 million businesses, depending on the question). If there are 270 million people in the United States, perhaps half of them live in houses (or 135 million people). The average family size is about three people, so there would be 45 million houses in the United States. Let’s add another 10 percent to that for second houses and houses used for other purposes besides residential. So there are about 50 million houses.

If houses are painted every 10 years, on average (notice how we deftly make that number easy to work with), then there are 5 million houses painted every year. Assuming that one gallon of paint covers 100 square feet of wall, and that the average house has 2,000 square feet of wall to cover, then each house needs 20 gallons of paint. So 100 million gallons of paint are sold per year (5 million houses x 20 gallons). (Note: If you want to be fancy, you can ask your interviewer whether you should include inner walls as well!) If 80 percent of all houses are white, then 80 million gallons of white house paint are sold each year. (Don’t forget that last step!)
(more of this guesstimate on the next page)

THE “START SMALL” APPROACH: You could also start small, and take a town of 27,000 (about 1/10,000 of the population). If you use the same assumption that half the town lives in houses in groups of three, then there are 4,500 houses, plus another 10 percent, then there are really 5,000 houses to worry about. Painted every 10 years, 500 houses are being painted in any given year. If each house has 2,000 square feet of wall, and each gallon of paint covers 100 square feet, then each house needs 20 gallons - and so 10,000 gallons of house paint are sold each year in your typical town. Perhaps 8,000 of those are white. Multiply by 10,000 - you have 80 million gallons.

Your interviewer may then ask you how you would actually get that number, on the job, if necessary. Use your creativity - contacting major paint producers would be smart, putting in a call to HUD’s statistics arm could help, or even conducting a small sample of the second calculation in a few representative towns is possible.

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9
Q

What is the size of the market for disposable diapers in China?

A

Here’s a good example of a market sizing. How many people live in China? A billion. Because the population of China is young, a full 600 million of those inhabitants might be of child-bearing age. Half are women, so there are about 300 million Chinese women of childbearing age. Now, the average family size in China is restricted, so it might be 1.5 children, on average, per family. Let’s say two-thirds of Chinese women have children. That means that there are about 200 million children in China. How many of those kids are under the age of two? About a tenth, or 20 million. So there are at least 20 million possible consumers of disposable diapers.

To summarize:
1 billion people x 60% childbearing age = 600,000,000 people
600,000,000 people x 1/2 are women = 300,000,000 women of childbearing age
300,000,000 women x 2/3 have children = 200,000,000 women with children
200,000,000 women x 1.5 children each = 300,000,000 children
300,000,000 children x 1/10 under age 2 = 30 million

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10
Q

How many square feet of pizza are eaten in the United States each month?

A

Take your figure of 300 million people in America. How many people eat pizza? Let’s say 200 million. Now let’s say the average pizza-eating person eats pizza twice a month, and eats two slices at a time. That’s four slices a month. If the average slice of pizza is perhaps six inches at the base and 10 inches long, then the slice is 30 square inches of pizza. So four pizza slices would be 120 square inches. Therefore, there are a billion square feet of pizza eaten every month.

To summarize:
300 million people in America
200 million eat pizza
Average slice of pizza is six inches at the base and 10 inches long = 30 square inches (height x half the base)
Average American eats four slices of pizza a month
Four pieces x 30 square inches = 120 square inches (one square foot is 144 inches), so let’s assume one square foot per person
200 million square feet a month

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11
Q

How would you estimate the weight of the Chrysler building?

A

This is a process guesstimate - the interviewer wants to know if you know what questions to ask. First, you would find out the dimensions of the building (height, weight, depth). This will allow you to determine the volume of the building. Does it taper at the top? (Yes.) Then, you need to estimate the composition of the Chrysler building. Is it mostly steel? Concrete? How much would those components weigh per square inch? Remember the extra step - find out whether you’re considering the building totally empty or with office furniture, people, etc.? (If you’re including the contents, you might have to add 20 percent or so to the building’s weight.)

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12
Q

What is the annual US market for chewing gum (in total number of customers)?

A
  • Estimate the total US population (~300 million)
  • Segment the population based on some metric (age is usually a good metric)
  • Estimate the number of people in each population segment
  • Make a guess at the percentage of each segment that chews gum
  • Complete the math and arrive at a final answer
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13
Q

How many ping-pong balls fit in a 747?

A

Let’s assume that the volume of a ping-pong ball is three cubic inches. Now let’s assume that all the seats in the plane are removed. We’ll say the average person is six feet high, one foot wide and one foot deep. That’s 6 cubic feet, or 10,368 cubic inches. (One cubic foot is 12x12x12 inches, or 1,728 cubic inches.)

Okay, so a 747 has about 400 seats in it, excluding the galleys, lavatories, and aisles on the lower deck and about 25 seats on the upper deck. Let’s assume there are three galleys, 14 lavatories, and three aisles (two on the lower deck and one on the upper deck), and that the space occupied by the galleys is a six-person equivalent, by the lavatories is a two-person equivalent, and the aisles is a 50-person equivalent on the lower deck and a 20-person equivalent on the upper deck. That’s an additional 18, 28, and 120 person-volumes for the remaining space. We won’t include the cockpit since someone has to fly the plane. So there are about 600 person-equivalents available. (You would be rounding a bit to make your life easier, since the actual number is 591 person equivalents.)

In addition to the human volume, we have to take into account all the cargo and extra space – the belly holds, the overhead luggage compartments, and the space over the passengers’ head. Let’s assume the plane holds four times the amount of extra space as it does people, so that would mean extra space is 2,400 person-equivalents in volume. (Obviously, this assumption is the most important factor in this guesstimate. Remember that it’s not important that this assumption be correct, just that you know the assumption should be made.)

Therefore, in total we have 3,000 (or 600 + 2,400) person-equivalents in volume available. Three thousand x 10,368 cubic inches means we have 31,104,000 cubic inches of space available. At three cubic inches per ball, a 747 could hold 10,368,000 balls. However, spheres do not fit perfectly together. Eliminate a certain percentage – spheres cover only about 70 percent of a cube when packed – and cut your answer to 7,257,600 balls.

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14
Q

How many pay phones are there on the island of Manhattan?

A

There are two ways to handle this problem. First of all, you could estimate how many blocks there are in Manhattan, and assume that 75 percent of all blocks have a pay phone. (Remember, the interviewer didn’t say they had to work.) If there are about 15 avenues across Manhattan, and if the island is 300 streets long, then there are about 4,500 intersections. If every intersection indicates a block, then there are 4,500 blocks in the city. That means 3,000 pay phones. Now add the extra step and subtract the size of Central Park. Say that Central Park is 50 streets by six avenues – that mean you lose 300 blocks, or 200 pay phones. You have the figure of 2,800 pay phones. Now estimate how many pay phones exist in bars, restaurants, schools, etc. There may be a total of 3,500 pay phones in Manhattan. (This question is also sometimes used with estimating the number of manhole covers in Manhattan.)

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15
Q

How many weddings are performed each day in Japan?

A

Try a ground-up approach. In a city of 1 million (Kyoto), how many people are of marriageable age? Let’s say 750,000. How many get married in a given year? Maybe 2 percent? That’s 15,000. Now, the population of Japan is about 150 million, so multiply 15,000 by 150 – and you get 2.25 million weddings every year. Divide that by 365 and you get 6,164 weddings per day (on the average, though clearly some days are more popular than others).

To summarize:
There are 1 million people in Kyoto.
750,000 are of marriageable age.
2 percent get married in the average year.
750,000 x 0.02 = 15,000 marriages every year in Kyoto.
There are 150 million people in Japan.
150 x 15,000 = 2.25 million weddings per year.
2,250,000/365 = 6,164 weddings per day.

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16
Q

How many children are born every day in the United States?

A

The population of the United States is 300 million (approximately). Half are women (150 million). Perhaps half of those are of childbearing age. How do you determine how many women are pregnant at any given time? Well:

Let’s say the average span of childbearing for a woman is 40 years.
The average woman has two children.
So a woman is pregnant one year in 20, or 5 percent of the time.
3.75 million women are pregnant every year.
Divide by 365 – you get about 10,000 babies a day (actually, 10,273).
Do the extra step – round up for multiple births, so perhaps 12,000.

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17
Q

How much change would you find on the floor of an average mall?

A

This seemingly silly guesstimate was received by a job seeker at McKinsey. It’s an example of a guesstimate that is also a way to test candidate’s “out-ofthe- box” thinking. First, estimate how many stores there are in the average mall – say, 50. Now, how many people enter the average store on the average day? A thousand? So if there are 50,000 visitors to a mall daily, how many lose change? If one in 50, say, drops money (1,000 people a day), how much is the average loss of change? Most amounts are probably small. People carry fewer quarters, for example, and are more likely to retrieve them. So let’s say that if a person is equally likely to drop a penny, nickel, or dime, then the average person who loses change loses a nickel. That means there would be $500 worth of change on the average floor. If half of that change has been picked up immediately, that would be $250 worth of change.

Also ask: Is there a fountain in the mall? If a fountain is considered to be the “floor” of the mall, the amount of change would obviously increase.

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18
Q

Estimate the annual revenue of Tropicana Orange Juice in the United States.

A

Assume the average American orange juice drinker consumes two glasses of OJ per week, which means 104 glasses per year. Further assume that each glass of OJ produces $0.50 of revenue. This means $52 of revenue per orange juice drinker per year.

There are approximately 300 million people in the United States. Assume that 2/3 of them are orange juice drinkers. This means 2/3(300,000,000)(52) = $10.4 billion

Now assume that Tropicana has a 75% market share. This means that the annual revenue of Tropicana Orange Juice in the United States is 0.75(10.4) = $7.6 billion.

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19
Q

How many gas stations are there in the United States?

A

My town has approximately 30,000 people and it has five gas stations serving in that area. The United States has approximately 300 million people, which means there should be approximately 10,000 “towns” in the United States and 50,000 gas stations.

However, there are certain adjustments that must be made. Assume ¼ of the population lives in larger cities with only one gas station per 30,000 people. This means that there are 7,500 towns with five gas stations and 2,500 towns with one gas station, or 40,000 gas stations in total.

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20
Q

How many bottles of wine are consumed in the United States each week?

A

Determine:
1. The number of people in the United States.
2. The number of adults.
3. The number of wine drinkers.
4. Average number of glasses of wine consumed per week.
5. Number of glasses of wine in an average bottle.
(Extra step: You may wish to estimate how much wine is used for nondrinking purposes – cooking, for example. Also clarify whether the interviewer is speaking of standard-sized bottles of wine.)

You could reasonably make the following assumptions:
There are about 300 million people in the United States.
250 million are adults.
Perhaps 220 million drink alcohol.
200 million drink wine.
The average wine drinker drinks two glasses of wine a week.
400 million glasses of wine consumers per week.
About five glasses of wine in the average bottle.
80 million bottles of wine consumed in America each week.
Estimate how many bottles of wine are used for cooking – perhaps another five million.
This brings your total to 85 million bottles of wine consumed per week.

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21
Q

How many men’s suits were sold in the United States last year?

A

Determine:

  1. Estimate the population of the United States.
  2. Cut that in half to get the number of men.
  3. Determine how many men are employed in occupations which require business attire.
  4. Determine how many suits the average business attire employee would have purchased (due to weather, fashion changes, cleanings, wear, and so on).
  5. Assume (or ask) a number of suits that those men not employed in business attire jobs purchased for religious, social, or other reasons.
  6. Sum up the number and present your answer.

To summarize:
The population of the United States: 270 million (or 300 million, to round up).
Half are men – so 150 million.
Let’s say two-thirds are employed.
150 million x 2/3 = 100 million.
Assume every employed man owns one suit = 100 million suits.
Estimate that about a quarter of men are in a field where they must own more than one suit.
If each of those men has an additional two suits, 25 million men x 2 additional suits = 50 million suits.
150 million suits in the United States.
How often does the average suit-owner replace a suit? Perhaps once every three years.
There are 50 million suits sold every year in the United States.

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22
Q

How many tennis balls fit in a swimming pool?

A

Determine:

  1. What is the shape and depth of the swimming pool?
  2. What is the volume of a tennis ball?
  3. Estimate the volume of the swimming pool based on the depth, length, and width of the pool.
  4. Calculate the number of balls by dividing the volume of the pool by the volume of the tennis ball.
  5. You may wish to subtract balls due to steps in the pool and the gradual upslope of the pool due to the varying depth (but ask first).
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23
Q

How many gas stations are there in Los Angeles?

A

Determine:

  1. What is the population of Los Angeles?
  2. What is the number of cars in Los Angeles? What is the average number of cars per person (including commuters)?
  3. How many gas stations are needed per car?
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24
Q

What is the annual size of the golf ball market in the United States?

A

Determine:

  1. What is the population of the United States?
  2. What percentage of the population golfs?
  3. How often does the average golfer golf?
  4. What is the number of balls used in an average golf game (and number that are lost)?

What factors drive demand?

  • How many golf courses are being built in the United States?
  • How many are planned?
  • Is the population of golfers (due to Tiger Woods and his ilk) expanding?
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25
Q

Estimate the total revenues of Disney’s Tarzan.

A

Here’s where some prior knowledge comes in handy.
Determine:
1. What were movie ticket revenues in the United States for Tarzan?
2. What percentage of worldwide sales is the U.S. revenue?
3. How much does Disney make from video sales?
4. What are Disney’s revenues from cross licensing agreements (dolls, posters, etc.)?

26
Q

How many red cars are there in the United States?

A

TBU

27
Q

What is the annual demand for table napkins in the United States?

A

TBU

28
Q

How many times would the population of China circle the globe if they held hands?

A

TBU

29
Q

What is the size of the poultry market in the United States?

A

TBU

30
Q

How many people are cremated in the United States every year?

A

TBU

31
Q

How many barbers are there in New Orleans?

A

TBU

32
Q

What is the annual market for peaches in the United States?

A

TBU

33
Q

What are the revenues of the Plaza Hotel in New York City?

A

TBU

34
Q

How many hotel-size bottles of shampoo and conditioner are produced each year around the world?

A

TBU

35
Q

How many donuts are sold in Manhattan on an average morning?

A

TBU

36
Q

If this table was full of pennies, do you think they could stack up to measure this building?

A

TBU

37
Q

If I were to fill this room with pennies, how many pennies would fit in?

A

TBU

38
Q

Say you had a bullet proof vest manufacturer. Given only this information, what are weaknesses you can envision for this company?

A

Starting with weaknesses, the first major one is the uncompromising need for quality. Lives are on the line if the product fails! Expenses need to accommodate the high cost of testing. Raw materials need to be carefully monitored to be of the appropriate quality, so its supplier chains need to be reliable and/or flexible. The threat of potential liabilities is enormous here; an insurance company will charge a higher premium if it elects to represent this company at all. To some extent, this item is a commodity, but there will definitely be brand differentiation for the players who show consistent quality. R&D will need to be expended to maintain a technological edge for the best vest: maximum usage, lightest, thinnest and weather-resistant. A large portion of the buyers will comprise a few government contracts. This is good, in that contracts are usually long-term, which gives certainty to future revenues and inventory needs. However, governments pick a supplier based on bidding auctions, so there is significant pressure to present the lowest price.

39
Q

You are giving the following opportunity. A company wants to sell trees in water. In the 1950s, a smelting plant redirected water flow, which flooded a forest used for timberland. A logger, who is also a scuba driver, has discovered this and wants to sell the wood. How would you look at this investment?

A

This was a real opportunity that this company looked at. It’s easy for interviewers to ask questions about actual investments they’ve looked at because they know all the answers. Ask if the product is actually saleable. It is—being 40 feet under water means the wood is not oxizable and, thus, doesn’t rot. Ask if there is already an industry that does this. There is, and it is profitable. Ask about all the regular factors that comprise a good investment, including the experience of management. The interviewing firm passed on this opportunity because the scuba driver had no industry experience. Management is incredibly important because finance guys need to rely on current management to turn around the company (relying on equity incentives) or else hire industry experts.

40
Q

Hummus Palace sells gourmet hummus throughout New York City. It distributes its tubs of hummus primarily through two channels: high-end grocery stores and specialty food retailers. Over the past few years, the company has been experiencing a slowdown in its sales. What are three potential growth strategies the company could pursue?

A

To find out why there’s been a slowdown in sales, start with asking questions about the industry—what is the market size, what are some of the key trends and what does the competitive landscape look like? Then inquire about the company—what is its growth profile and value proposition? Is it a scalable business, and does management have the knowledge and experience to turn the company into a market leader? These questions should provide you with some context to help you come up with growth strategies for the company. Hummus Palace could grow through acquisition or organically. It could expand into new product lines (gourmet falafel), new channels (hummuspalace.com), or new markets (San Francisco).

41
Q

After debating the merits of each, the interviewer says that the CEO wants to pursue a geographic expansion strategy. Which market should she expand into?

A

San Francisco could be an interesting market because of its similarity to New York. San Francisco has a young urban population that would likely enjoy ethnic foods and be open to trying new cuisines. The city also would have a large number of high-end grocery stores and specialty food retailers to sell to.

42
Q

The CEO thinks that San Francisco is a great idea, but this new operation must break even in five years. Should Hummus Palace expand into this new market?

A

Ask questions about the revenue and cost structure. How much will each tub of hummus cost and how many do they expect to sell? What are the variable and fixed costs? What are the needed capital expenditures, both maintenance and growth? What are the working capital needs?

43
Q

Your initial investment is $1.5 million and $100,000 of capex/year over the next five years. Each tub of hummus costs $2.75 to produce and will be sold for $4.75. You think you can sell 200,000 plates per year.

A

Your total fixed costs are $2.0 million ($1.5 million + $100 thousand * 5). The gross margin is $2 which times the volume sold of 200 thousand is $400 thousand of profit per year. $2 million/$400 thousand neatly breaks even in five years, so yes, you can expand in this market.

44
Q

You own a Christmas tree business. What are your working capital needs throughout the course of the year?

A

Inventory would likely need to be accumulated starting in November, since many people start hanging up Christmas lights and putting up Christmas trees the weekend after Thanksgiving. The inventory buildup would continue through late December. After Christmas however, demand for Christmas trees disappears. Hopefully by then there is very little inventory left, if managed properly. Since this is a cash business, where customers are paying for the trees in cash, receivables have little effect on the working capital balance and are insignificant relative to the company’s inventory requirements. Payables would likely increase in the fall as the company accumulates inventory in anticipation of the upcoming holiday season and pays for the trees with credit.

45
Q

Say you have a phone book business. If you increase your price by 10 percent but lose 10 percent of your advertisers, what’s your revenue change?

A

1 percent. If ads are $1 and you have 100 advertisers, then you raise to $1.1 but go down to 90 advertisers, which is $99 in revenue. Originally, you had $100 in revenue, so you dropped $1. Mathematically speaking, originally you had 1.0# x 1.0$ = 1.0R. Now you have .9# x 1.1$ =.99R so it went down 1 percent.

46
Q

Say there is City 1 and City 2. City 1 has 10,000 businesses, 50,000 people and $5,000 cost per ad. City 2 has 2,000 businesses, 4,000 people and $600 cost per ad. Which city do you want to advertise in?

A

Make this apples to apples. Set City 2 equal to $5,000 per ads, so multiply everything by 8.3 or approximately 8 for easier mental math. City 2 has 16,000 businesses with 32,000 people. Thus you are paying the same for more competition and fewer target consumers. City 1 is the obvious choice now.

47
Q

What do you think about the paper phone book business?

A

It’s a maturing business, so future growth rate is likely to be negative. It is an increasingly outdated form of advertising, especially in comparison to the internet. Also, the growth rate in the U.S. is slowing down due to the aging population, which further decreases the future growth rate in comparison to the historical growth rate. The key age demographic to focus on is the elderly, who may not use other prevalent forms of advertising. The main advantage of a phone book that it appeals to a niche audience—the local city population who refers to the phone book to look for local businesses. But the industry continues to mature rapidly because this niche information is increasingly being uploaded to the internet. Paper phone books need to take advantage of the internet channel, which enjoys lower distribution costs, and focus on ways to make online advertising profitable or to have businesses pay to be included on the site. However, competition is fierce; Google already provides a similar function. A good company that has created a value-added twist on the business is Yelp, a website that posts user-generated reviews of businesses. Businesses can pay to advertise in designated spots of the site based on what the user is searching for.

48
Q

If you had $1 million to open a Starbucks in a city that does not already have one, what would you think about? (KKR)

A

TBU

49
Q

What considerations would you have when investing in a textbook publisher? (KKR)

A

TBU

50
Q

If you were looking at Burger King, Boeing and Bank of America, why would you invest in one over the other? (KKR)

A

TBU

51
Q

If a company has $100 in revenue and $20 in EBITDA, what happens if management decreases prices by 10%? (KKR)

A

Depends on what happens to volume, but revenue would go down by 10% and EBITDA would go down by $10

52
Q

If a company has $100 in revenue, $20 in EBITDA and management decreases prices by 10%, what increase in volume would be necessary to make the change in price EBITDA neutral? (KKR)

A

Depends on your fixed and variable cost structure

53
Q

In a recession, what areas would you focus on with the company to cut costs? (Bain)

A

TBU

54
Q

What do you think about the Yellow Pages as a business? What pricing power do you think they have over advertisers? (Bain)

A

TBU

55
Q

Company A buys Company B. Both have revenues of $1,000. Company A has EBITDA of $40. Company B has EBITDA of $20. Company A decides that it does not want to buy Company B because it would be dilutive to shareholders due to the lower margins. Is this a valid argument or not? (Warburg)

A

What is the value of Company B to Company A from a NPV standpoint? If you pay $100 (5x EBITDA) for a company that is worth $200 (10x EBITDA), then you have value creation.

56
Q

We have a portfolio company in this particular industry. How would you think about the key industry drivers? Given revenue and margin, would this be a viable investment? (Warburg)

A

First, utilize porter’s five forces in order to determine the attractiveness of the industry. Also, determine what the macroeconomic trends are currently. Second, construct a paper LBO. You must ask for the information that you need to know.

57
Q

What time of year would a ski lodge be likely to need more financing? For what?

A

TBU

58
Q

What are the fixed and variable costs of a ski resort?

A

TBU

59
Q

If a company’s revenue grows by 10%, would its EBITDA grow by more than, less than or the same percentage?

A

TBU

60
Q

How would a decrease in financial leverage affect a company’s cost of equity, if at all?

A

TBU

61
Q

I am looking at a deal in the [telecom, healthcare, financial services, industrial, internet, etc.) industry that is in the business of [ ]. How would you go about evaluating this deal? Do you think it is a good investment? Why or why not? What else do you need to know?

A

TBU

62
Q

You have a company with $100mm in sales. What will make the biggest impact: volume increases by 20%, price increases by 20% or expenses decrease by $15mm?

A

TBU