hi, i've just had my 2nd round interview this morning, by a senior manager who worked as an engagement manager with mck.
video conferencing interview. i went to my target ADL office and a consultant from one of the regional offices interviewed me.
The basics: CV interview, decribe yourself etc. (very brief, about 5 mins)
1st case: a telco in middle east who has been a monopoly player for many years is now facing threats due to its government's decision to open up the sector for foreign players. i was asked to identify issues deemed important for the company and why they are important? the interviewer made it very specific that i just need to highlight the issues and not to go deep into solutions.
i came out with 8 issues based on 3 parameters of selection, for further analysis for reduction to three. the interviewer then gave me point and statistics for each point. after further analysis, i came out with the top three issues that i considered important for presentation the board.
next, i was asked on what do i think about the company's cost structure compared to international players. i broke down the cost elements into capex and opex, since the company was a monopoly that the network infrastructure were already in place and recovered economically, hence there is capex. as regards opex, i assumed low marketing cost due to monopoly status and high overheads due to its status being a former government department, i.e. made corporate via privatisation. in conclusion, lower cost structure compared to international operators. i was right on this.
next, a question on ADL's fees charging strategy. I mentioned about starting with the end in mind and three business objectives for ADL to consider prior to charging fees. Based on this objectives, i developed a matrix of situations.
next, i was given a situation about a government wanting to develop a land for a certain industry. i was asked to advise the government on what it needs to think and consider.
then, it was the time for me to query the consultant.
case 1: advise a ceo on 5% drop of its credit card inbound call centre revenue. spent sometime to understand the role of the inbound call centre and how revenue is calculated and the drivers. the result show huge call centre staff turnover. the interviewer stopped me when i got the answer and gave good advice on how i should have structured my approach.
case two: calculations. Year 3 cumulative cost savings of IT and Billing costs following an outsourcing exercise.
The interviewer stopped me when i got the final structure/table of computation correct as to him the rest is automated. however, he really observed my assumptions and computations on the % of cost savings, unit of computation i.e. cost per customer, yearly cost savings etc etc.