I had two interviews with the firm - the first one with a senior consultant and the second with a Manager. Both lasted about 40 mins to an hour although they were scheduled for 30 mins. 10-15 mins going through the resume, generic questions on why I was applying for the role, what my background was and why I was interested in the role. And then we spent 30-40 mins on a case. Case 1 - A large assorted snack food company is losing market share and revenue has been declinging but profit as a % of growth has been increasing. What would you advise the CEO. Upon asking questions I was told that the firm is a major player, it and the other bigger player have 55% of the market which is growing. Conversation then moved to figuring out costs and looking at variable costs - labour and marketing costs being what had changed, bottom line was product placement for the firm was an issue - so the firm should have invested more money in training it's sales staff and giving them the resources to negotiate with vendors and get larger profit margins. Case 2 - A big retail company's CEO wants to acquire a petrol chain so that he can offer discounted petrol along with grocery purchases. Should he acquire the firm? Gave me the following lead ins. The grocer is the 2nd largest in the country, no other chain does this yet in their country but it is a common practise in Europe. Also there's been a news leak that the other big player is thinking of offering a similar service. Our conversation started with me asking if acquiring was the only option but was told yes and later in the feedback I was told I should have looked at other options like a JV or a partnership as opposed to acquiring, which was strange. Discussions centered around - evaluating what the benefits of acquistion would be - larger reach, first mover advantage, crossl sell opportunities, loyalty building, increase market share and market size, core capabilities etc.