This is a structured profitability case that requires candidates to isolate the revenue driver (channel distribution) through process of elimination. The case tests both quantitative analysis (profitability calculations by channel) and strategic thinking (resource reallocation), culminating in an optimization problem around sales rep call frequency. The interviewer-driven format allows flexibility in candidate approach while maintaining focus on the core insight.
Your client is a well-known contact lens provider called BB. BB manufactures and distributes contact lenses in the U.S. While BB is one of the largest players in the U.S. market, and has been for quite some time, the company feels that compared to its main competitor, it is not doing as well as it could.
BB has called in McKinsey to find out how to solve this problem and to recommend a solution.
How would you go about structuring this case?