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Pharmaceutical Industry
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Case Study Prompt
Your client is a highly profitable pharmaceutical company that has a world leading position in one therapy area (TA) and is a niche player in a non-related therapy area.
- A therapy area is a disease area, i.e., oncology, diabetes, respiratory or pain control
- They develop and sell prescription drugs only
- Both TAs contribute equal to profit, but the world leading TA generates twice as much revenue as the niche TA
The company currently has annual sales growth of 8%, but the CEO has set a target annual growth rate of 12-15% – in other words, he wants to triple their revenue over next 10 years.
However, their research project pipeline is thin. The research and development organization is heavily under-spending compared to their budget (they have a budget target of around 16% of revenue, but are not using all the money allocated). Senior management has little insight in how the R&D department operates.
Their growth target is ambitious but not unrealistic (given the money they have for investments and typical industry development).
What is the client’s key issue/problem?
Case Study Overview
A successful pharma company has hired you to help them grow revenues – specifically, to triple revenue over the next 10 years. The client wants you to diagnose key issues preventing growth, and to develop a strategy the company can implement immediately.
Now you need to create your framework to help you solve the case problem. How will you organize your data buckets? You can utilize the Profitability Framework to help build the structure, but don’t limit yourself to the basic frameworks. Think outside the box!
Case study examples like this can help you prepare for case interviews. This case will help you prep for a final round interview, with a qualitative difficulty of 4/4. The case also includes several math exhibits that you will interpret.
IQVIA Interview Tips
To crush your IQVIA case interview, you will need to demonstrate an ability to convert data into actionable insights.
Make sure you ask the right questions to gather the data you need to solve the case.
In a final round case like this, focus on your communication – clear and structured – and your overall polish.
For out-loud case practice, book a session with an expert coach today. Get more great case study examples by clicking back to the CL
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If you’re interviewing for a healthcare consulting firm, expect to be given several case interviews to solve. All consulting firms use case interviews to assess candidates.
These include generalist firms such as McKinsey, BCG, and Bain. They also include healthcare consulting firms such as Health Advances, ClearView Healthcare Partners, Putnam Associates, Huron Consulting Group, IQVIA, ZS Associates, and Simon Kutcher.
Case interviews simulate what the consulting job is like by placing you in a hypothetical business situation. It is a 30 to 45-minute exercise in which you will work with the interviewer to develop a recommendation or answer to a business problem.
Case interviews are so widely used because they assess many of the qualities that candidates need to have to become successful consultants. A case interview assesses structured thinking, analytical capabilities, business acumen, communication skills, and cultural fit with the firm.
In this article, we’ll cover everything you need to know to ace your healthcare consulting case interviews. We’ll cover:
- Essential healthcare industry knowledge you should know
- The 7 steps to solve any healthcare consulting case
- 8 healthcare consulting practice cases
Essential Healthcare Industry Knowledge You Should Know
The healthcare industry is a massive and complex industry. It can be broken down into the following four major sectors:
- Drugs : These are companies that create new drugs, devices, and treatment methods. Major companies include Johnson & Johnson, Roche, Pfizer, Novartis, and Merck.
- Medical Equipment : These are companies that manufacture medical products from scalpels, forceps, and gloves to high-tech equipment such as MRI machines and surgical robots. Major companies include Stryker and Medtronic.
- Managed Healthcare : These companies provide health insurance policies. Major companies include UnitedHealth, Anthem, Aetna, Humana, and Cigna.
- Healthcare Facilities : These companies operate hospitals, labs, clinics, psychiatric facilities, and nursing homes. Major companies include Lab Corp and HCA Healthcare
There are various types of stakeholders that participate in the healthcare industry. You should be familiar with each of these stakeholders and how they interact with each other:
- Patients : those that seek medical attention or care
- Providers : physicians that see and treat patients
- Payers : insurance companies that sell health coverage plans directly to patients or indirectly through employers or the government
- Pharmaceutical firms : companies that develop and market drugs and medications
- Government : systems that set healthcare policies and regulations
There has been a massive amount of innovation happening in the healthcare industry. You should be familiar with the biggest trends, such as:
- Growth of telehealth : The use of telecommunication technologies, such as video conferencing, to support remote or long-distance healthcare
- Growth in biosimilars development : Biosimilars are biological products that are developed to be similar to an already approved drug. They help consumers reduce their healthcare costs without compromising treatment standards
- Shift from inpatient to outpatient settings : Health systems are continuing to transition inpatient procedures in hospitals to outpatient settings such as retail clinics, community health centers, and even people’s homes
- Shift to value-based pricing : A shift to pricing healthcare services on the performance or results that it delivers to patients rather than charging a flat fee for services
- Digital transformation : The use of new technologies, such as artificial intelligence, natural language processing, and Internet of Things to deliver health care services in a better way
The 7 Steps to Solve Any Healthcare Consulting Case
Follow these seven steps to solve any healthcare consulting case interview.
1. Understand the case background information
The case interview will start with the interviewer explaining the case background information. Make sure that you are taking notes while the interviewer is speaking. You’ll want to focus specifically on understanding the context, the company, and the objective of the case.
The most important part of the case interview is to make sure you understand the business issue and objective of the case. Addressing the wrong business problem is the quickest way to fail a case interview.
2. Ask clarifying questions
Once the interviewer has finished giving you the case information, you’ll have an opportunity to ask questions.
While you can ask any question that you want, try to prioritize asking questions that help you better understand the situation and problem. You want to avoid asking questions that are too specific or not relevant to understanding the case situation.
Most candidates ask between one to three questions. You’ll be able to ask more questions later in the case interview if you need to.
3. Summarize the information and verify the objective
Once you have finished asking your immediate questions, summarize all of the major case information and verify that you understand the objective correctly.
In this step, many candidates make the mistake of stating every fact of the case verbatim. Instead, you should summarize the case concisely and clearly in your own words. This demonstrates that you can synthesize information effectively.
4. Develop a framework
The next step is to structure a framework to help guide you through the case.
A case interview framework is a tool that helps you structure and break down a complex problem into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.
To develop a framework, ask yourself what are the three to four major questions that you need to answer in order to make a confident recommendation?
Many candidates make the mistake of using memorized frameworks and applying them to their case interviews. Interviewers can tell when you are using a memorized framework because not all of the elements of the framework will be relevant to the case.
Using a memorized framework reflects poorly on your capabilities because it shows that you cannot think critically for yourself. Therefore, practice creating unique and tailored frameworks for each case that you get.
To learn more on how to create outstanding frameworks, check out our comprehensive case interview framework guide .
When creating your framework, it is acceptable to ask the interviewer for a few minutes of silence to collect your thoughts. Afterwards, present your framework to the interviewer.
5. Kick off the case
Once you have finished presenting your framework, the interviewer may agree with your approach or may provide some feedback or suggestions. Afterwards, it is time to start solving the case.
How the case investigation will start depends on whether your case is a candidate-led or interviewer-led case. Most cases are candidate-led.
Candidate-led case : In this type of case, you will be expected to drive the direction of the case. You will be suggesting what areas to explore, what analyses to do, and what the next step should be. So, pick an area of your framework to start analyzing. There is no right or wrong area to pick as long as it is relevant to solving the case.
Interviewer-led case : In this type of case, the interviewer will be leading the direction of the case. They will be asking you specific questions that you will answer. After each question, they’ll direct you to the next question. For interviewer-led cases, the interviewer will typically kick off the case by asking you a question after you finish presenting your framework.
6. Answer quantitative and qualitative questions
The majority of the interview will be spent answering a mix of quantitative and qualitative questions.
Quantitative questions may have you estimate the size of a particular market, perform some calculations to determine profitability, or interpret various charts and graphs.
When solving quantitative problems, make sure that you walk the interviewer through your approach before you begin doing any math. When performing calculations, make sure to talk through your steps out loud so that it is easy for the interviewer to follow your work.
Qualitative questions may ask you to brainstorm potential ideas or ask for your judgment on an open-ended business question. When answering these questions, try to structure your answer as much as possible.
After answering each question, make sure that you take your answer and connect it back to the overall case objective. How does your answer help you solve the case? How does your answer impact your potential recommendation?
7. Deliver a recommendation
At the end of the case, the interviewer will ask you to prepare an overall recommendation. It is acceptable to ask the interviewer for a minute to look through your notes before you give your recommendation.
Based on the quantitative and qualitative questions you have answered, what recommendation do they collectively support?
Structure your recommendation in the following way:
- State your recommendation
- Provide the two to three reasons that support your recommendation
- Propose next steps that you would take if you had more time
After you deliver your recommendation, the interviewer will conclude the case interview. If the case interview was based on a real life project, the interviewer may explain what actually happened in the case.
Don’t worry if your recommendation does not match what actually happened during the project. For case interviews, you are not assessed on your answer, but on your process.
Healthcare Consulting Practice Cases
Below are eight healthcare consulting cases that you can use to practice your case interview skills.
- McKinsey pharmaceutical practice case : This is an acquisition case focused on whether a large pharmaceutical company should acquire a smaller startup
- BCG drug pricing case : This is a pricing case focused on helping a pharmaceutical company determine the optimal price for a new drug
- BCG medical device company case : This is a revenue growth case focused on helping a medical devices company that recently purchased an administrative systems software company
- ClearView pharmaceutical case : This is a market sizing case focused on helping a pharmaceutical company determine whether it can achieve its revenue target for an inhaled insulin product for the diabetes market
- ClearView biotechnology case : This is a quantitative case focused on helping a biotechnology firm assess its novel therapies for acute myeloid leukemia
- Deloitte federal health agency case : This is a non-profit case focused on helping a federal health agency manage the financial activities related to eliminating Ebola
- LEK medical consumables case : This is a market sizing case that estimates the market size for medical consumables by general practitioners in the United Kingdom
- Health Advances biotechnology case : This is a market entry case focused on helping a biotechnology company understand the market opportunity for developing a novel drug that prevents ear infections
Below, we have step-by-step videos showcasing how we would solve the McKinsey pharmaceutical case and the BCG drug pricing case. The McKinsey case is an interviewer-led case while the BCG case is a candidate-led case. We recommend watching these two videos to give yourself an idea of what both of these types of case interviews look like.
When practicing the rest of these practice cases, make sure you follow the seven steps that we outlined for solving healthcare consulting case interviews.
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Client goal
Our client is GlobaPharm, a major pharmaceutical company (pharmaco) with $10 billion a year in revenue. Its corporate headquarters and primary research and development (R&D) centers are in Germany, with regional sales offices worldwide.
Description of situation
GlobaPharm has a long, successful tradition in researching, developing, and selling “small molecule” drugs. This class of drugs represents the vast majority of drugs today, including aspirin and most blood-pressure or cholesterol medications. GlobaPharm is interested in entering a new, rapidly growing segment of drugs called “biologicals.” These are often proteins or other large, complex molecules that can treat conditions not addressable by traditional drugs.
R&D for biologicals is vastly different from small-molecule R&D. To gain these capabilities, pharmacos have three options: they can build them from scratch, partner with existing start-ups, or acquire the start-ups. Since its competitors are already several years ahead of GlobaPharm, GlobaPharm wants to jumpstart its biologicals program by acquiring BioFuture, a leading biologicals start-up based in the San Francisco area. BioFuture was founded 12 years ago by several prominent scientists and now employs 200 people. It is publicly traded and at its current share price the company is worth about $1 billion in total.
McKinsey study
GlobaPharm has engaged McKinsey to evaluate the BioFuture acquisition and to advise on its strategic fit with GlobaPharm's biologicals strategy. Our overall question today, therefore, is “Should GlobaPharm acquire BioFuture?”
Helpful hints
- Write down important information.
- Feel free to ask the interviewer for an explanation of any point that is not clear to you.
- Remember that calculators are not allowed - you may write out your calculations on paper during the interviews.
Question 1:
What factors should the team consider when evaluating whether GlobaPharm should acquire BioFuture?
- Take time to organize your thoughts before answering. This tells the interviewer that you think about the problem in a logical way.
- Develop overall approach before diving into details.
Reveal Answer
A good answer would include the following:.
- The value of BioFuture’s drug pipeline, number of drugs currently in development, quality of drugs (likelihood of success), potential revenues and profits
- BioFuture’s R&D capabilities (future drug pipeline), scientific talent, intellectual property (for example, patents, proprietary processes or know-how for biologicals research), and buildings, equipment, and other items that allow BioFuture’s R&D to operate.
- BioFuture’s marketing or sales capabilities. Especially how promotional messages will be delivered, for example, relationships with key opinion leaders that can promote biologicals; key opinion leaders can come from the academic arena, like prominent medical school professors, or from the public arena, like heads of regulatory bodies or prominent telejournalists.
- Acquisition price.
A very good answer might also include multiple additional key factors GlobaPharm should consider:
- BioFuture’s existing partnerships or other relationships with pharmacos.
- GlobaPharm’s capability gaps in biologicals, R&D, sales and marketing, etc.
- GlobaPharm’s alternatives to this acquisition. Alternative companies GlobaPharm could acquire. Other strategies for entering biological segment, for example, entering partnerships rather than acquiring, and pursuing other strategies than entering the biological segment
Question 2:
The team wants to explore BioFuture’s current drug pipeline. The team decides to focus first on evaluating the value of BioFuture’s current drug portfolio. What issues should the team consider when evaluating the value of BioFuture’s existing drug pipeline?
- Be sure to mention a range of potential issues to explore instead of immediately diving very deep into one issue. Then ask your interviewer if he or she wants to go deeper on any of them specifically
- Further cost of R&D until each drug is ready to be sold.
- Potential value of selling each drug.
- Market size, for example, size of patient population, pricing
- Market share, for example, number of competitive drugs in R&D or on the market; different side effects, convenient dosing schedule (that is, patients are prescribed to take a drug at regular intervals that are easy to remember such as once a day or every 12 hours)
- Costs to manufacture and sell, for example, marketing, distribution
- Press about these drugs, for instance, have famous doctors called for this kind of drug? Is it only slightly improving on what is on the market already?
A very good answer would also include the following:
- Likelihood clinical trials of a drug will prove effective
- Likelihood that a drug will win regulatory approval
- Side effects and potential legal exposure, for example, potential law suits due to unexpected side effects
- Emergence of substitutes: are competitors working on substitutes already? Is it about speed and does BioFuture have enough researchers working on the respective drugs?
- Strength of underlying patents, that is, how likely is it that a competitor can successfully copy BioFuture’s drug?
Question 3:
Below is a description of expected probability of success, by stage, in the Pharma R&D pipeline.
Note: “Filing” is the process of submitting all of the clinical and safety evidence from Phase I, II, and III trials, and asking for regulatory approval to actually sell the drug.
GlobaPharm believes that the likelihood of success of BioFuture’s primary drug candidate can be improved by investing an additional $150 million in a larger Phase II trial. The hope is that this investment would raise the success rate in Phase II, meaning that more candidate drugs successfully make it to Phase III and beyond. By how much would the Phase II success rate need to increase in order for this investment to break even?
The interviewer would tell you to assume that if the drug is successfully marketed and sold, it would be worth $1.2 billion (that is, the present value of all future profits from selling the drug is $1.2 billion).
- Ask for clarification of information if necessary.
- Take notes of the numbers.
- Take time to plan out how to approach the calculation.
- Describe your approach and talk the interviewer through your calculation.
A very good answer would include the following.
Investment would need to increase the probability of success in Phase II from 40 to 80 percent (that is, increase of 40 percentage points). There are multiple ways to approach this calculation. One method is shown here:
- If a candidate drug passes Phase II, then it has a 50% x 90% = 45% chance of being successfully marketed and sold. Since a successful candidate drug is worth $1.2 billion, a candidate drug that passes Phase II is worth 45% x $1.2 billion = $540 million.
- To break even (that is, to make the $150 million investment worthwhile), the value of the candidate drug that passes Phase II would need to increase to $540 million + $150 million = $690 million. This means, the probability of combined success in Phase I and II would need to increase by (150/540) = 28 percentage points.
- So the current probability of Phase I and II, that is, 70% x 40% = 28% would have to increase by 28 percentage points, to 56%. In order to come up to 56%, Phase II probability would have to increase from 40% to 80% (70% x 80% = 56%).
- This seems like a very big challenge, as an increase by 40 percentage points means that the current probability of 40% needs to double.
Helpful hint
- It is always good to provide a “sanity check” on your numbers and to provide common-sense commentary and insights on the implication of your calculations.
Question 4:
Next, the team explores the potential setup with BioFuture after the acquisition. Although BioFuture's existing drug pipeline is relatively limited, GlobaPharm is highly interested in its ability to serve as a biological research “engine” that, when combined with GlobaPharm's existing R&D assets, will produce many candidate drugs over the next 10 years.
What are your hypotheses on the major risks of integrating the R&D functions of BioFuture and GlobaPharm?
A very good answer would include the following:
- Integration into the process-driven GlobaPharm culture kills the entrepreneurial culture at BioFuture that has been key to its success.
- Language barriers severely hinder communication and sharing of information.
- Poor management and sense of community as a result of R&D operations that might come with a time difference of 9 hours.
- Key scientific talent leaving BioFuture after the acquisition – either because acquisition makes them independently wealthy or because they don't want to be a part of the new big GlobaPharm pharmaco.
- Recognize the “human element” of organizational change is always a key component of our work. Don't forget to include these types of insights in your answers.
Myers Pharma
Our client, Myers Pharma, is one of the largest pharmaceuticals company based out of Europe. They have just finished trials and received the approval for the launch of a vaccine against Rotavirus. This disease typically affects children aged between 2 to 16 years.
Myers plans to launch the vaccine across all its European markets. They have hired us to help them estimate the potential sales of the vaccine in the first year.
Paragraphs highlighted in orange indicate hints for you on how to guide the interviewee through the case.
Paragraphs highlighted in blue can be verbally communicated to the interviewee.
Paragraphs highlighted in green indicate diagrams or tables that can be shared in the “Case exhibits” section.
Suggested case structure
Diagram 1 : Case structure
- Market sizing: In this step, the interviewee must aim to establish the number of children likely to be affected by this disease.
- Sales Forecast: After estimating the market size, the interviewee would need to estimate the sales potential for the vaccine in the first year.
- Recommendation: Based on the market size and sales forecast, the interviewee must conclusively answer the key question that the client has raised.
1. Market Sizing
What would be the number of children across Europe who would be the potential recipients of this vaccine?
Allow the interviewee time to list out the factors that would impact the market size.
Information that can be shared if enquired:
- All children between the age group of 2 - 16 years are potential customers as they are affected by this disease.
- The markets where the client is planning to launch the vaccine can broadly be divided into groups:
- Countries with increasing population
- Countries with declining population
- The countries within the two groups do not have a uniform age distribution. We have information about the age distribution in these two groups.
Share Exhibit 1 and Exhibit 2 which gives an overview of the age distribution in the two groups of countries.
Share Exhibit 3 if the interviewee asks about the population of the countries in the two groups.
Share Exhibit 4 if the interviewee asks about information on rotavirus disease.
Exhibit 1: Population distribution - Countries with increasing population
Exhibit 2: Population distribution - Countries with declining population
Exhibit 3: Demographic information
Exhibit 4: Information about the disease
Now the interviewee must try to estimate the market size.
Below would be the steps:
- Calculating the population in different age segments by calculating 'x' and 'y' for the two groups
- Calculating the population between the ages 2 to 16 years
To calculate 'x' and 'y', we need to equate the total of all age brackets to the total population in that group:
After calculating 'x' and 'y', we can now calculate the population for the relevant age brackets in the two groups.
We do not have an age bracket of 2 - 16 years in our population distribution chart. So we need to assume that the population is evenly distributed within 0-9 and 10-19 year age brackets in order to calculate the population between 2-16 years of age.
If required, prompt the interviewee to make the assumption about the even distribution of the population within the 0-9 and 10-19 year age brackets.
Below would be the main points to keep in mind for this calculation:
- 2- 16 years represents a 15 year time span.
- This time span is spread across 0-9 and 10-19 year age brackets. These two age brackets together cover a 20 year time span.
- In both the group of countries, the population in the 0-9 and 10-19 year age brackets is the same.
- We have already made the assumption that the population distribution within an age bracket is even.
Key insight
The total potential market for the vaccine in europe would be ~150 m (146.25 m) customers., 2. sales forecast for year 1.
What would be the expected sales of the vaccine in year 1?
Allow the interviewee to list out the factors which would affect the sales like competition, percentage of customers likely to purchase the vaccine, government policies affecting uptake, etc.
- Currently, none of the other pharmaceutical companies have a similar product.
- The vaccine is administered in 3 doses at 6 month intervals. All the three doses together costs 100 € for the patient.
- This course of the vaccine protects the children throughout their lifetime.
- The customer pays after each dose is administered. However, the company plans to launch a pre-paid program for the doses in the subsequent years in order to encourage parents to take all three doses. The vaccine is not effective if only 2 doses are administered.
- Although there are differences in purchasing power of customers across the various countries, for the purpose of this case it is assumed to be uniform. Therefore, the purchasing behavior would be similar across countries.
Share Exhibit 5 if the interviewee enquires about the average cost of treatment of the disease.
Exhibit 5: Comparison of treatment costs
Below would be some of the key inferences from the information shared:
- The information given about the probability of the disease occurring and the treatment cost would give an indication about the likelihood of purchase of the vaccine.
- Since the incidence of the disease is higher at younger ages, it would be a sound assumption to make that the parents of the younger children are more likely to purchase the vaccine.
If the candidate asks for information about the percentage of families with children who would buy the medicine, ask him/her to make a guesstimate backed by logic.
For this solution, we have assumed that the probability of the incidence of the disease can be a proxy for the percentage of customers who will buy the vaccine. However, any other assumption, backed by logic would also be correct.
A critical factor to crack this case, would be then take into account the vaccination schedule. The above number assumes that all the three doses are administered; however in the first year only 2 of those doses would have be administered. If the interviewee misses this step, prompt him/ her.
At this point, prompt the candidate to also calculate the sales after the initial launch and once the market stabilizes.
The key point to keep in mind is that once all the children (who are likely to purchase the vaccine) in the initial years have been covered, the new sales would come from children who turn 2, as all the older children would have already been covered under the vaccination program.
The number of children who turn 2 ( assuming the birth rates remain unchanged) can be calculated as follows:
Assuming that the incidence pattern of the disease remains unchanged and therefore only 45% of the parents are willing to buy the vaccine:
For the above calculation, the fact that only 2 doses are administered per year is irrelevant. This is because each year, the children entering the 2 year age bracket are likely to receive the 2 doses, and the children who have already received 2 doses in the previous year, they will receive the third dose. We have also assumed that no parents will pay for all three doses upfront.
3. Conclusion
The candidate must now succinctly lay out the conclusion:
- The total potential number of customers is ~150 m
- The incidence of the disease is higher in younger children and steadily reduces. Therefore, it is likely that a higher percentage of children in the younger age brackets are likely to be vaccinated
- Given the incidence pattern of the disease, about 45 m children are estimated to be the potential customers in Year 1
- As only two doses are administered in Year 1, this would amount to a sale of 3 B €
- After a few years, the sales would stabilize at 450 m €
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IMS Health Consulting Group Case Interview Questions & Answers
Aveo’s tivozanib entering phase 2 of clinical trial.
Case Type: new product ; private equity and investment . Consulting Firm: IMS Health Consulting Group final round full time job interview. Industry Coverage: healthcare: pharmaceutical, biotech, life sciences .
Case Interview Question #01191: Your client AVEO Pharmaceuticals Inc. is a biotechnology and pharmaceutical company based in Cambridge, Massachusetts that specializes on cancer research and cancer treatments. The company spun out of Dana-Farber Cancer Institute… Read the rest
Emergent BioSolutions to Look for Ways to Grow
Case Type: growth ; business competition, competitive response . Consulting Firm: IMS Health Consulting Group first round full time job interview. Industry Coverage: healthcare: pharmaceutical, biotech, life sciences .
Case Interview Question #01172: Your client Emergent BioSolutions (NYSE: EBS) is a multinational specialty biopharmaceutical company headquartered in Gaithersburg, Maryland. It develops vaccines and antibody therapeutics for rare diseases, infectious diseases, oncology and autoimmune disorders, and… Read the rest
AstraZeneca to Deal with Purple Pill’s Patent Expiration
Case Type: increase revenues . Consulting Firm: IMS Health Consulting Group first round full time job interview. Industry Coverage: healthcare: pharmaceutical, biotech, life sciences .
Case Interview Question #01109: our client AstraZeneca (LSE: AZN, NYSE: AZN) is a multinational pharmaceutical and biologics company headquartered in Cambridge, England, UK. The company was founded in 1999 through the merger of the Swedish Astra AB and the English… Read the rest
Alexion to Buy Rare Disease Drug Maker Synageva
Case Type: investment ; pricing & valuation . Consulting Firm: IMS Health Consulting Group first round full time job interview. Industry Coverage: healthcare: pharmaceutical, biotech, life sciences .
Case Interview Question #01103: Our client Alexion Pharmaceuticals Inc. (NASDAQ: ALXN) is a medium sized pharmaceutical company with USD $5 Billion in annual revenues and lean operations. Headquartered in New Haven, Connecticut, United States, the pharma… Read the rest
New Type 2 Diabetes Drug Approved by FDA
Case Type: investment ; new product . Consulting Firm: IMS Health Consulting Group first round full time job interview. Industry Coverage: healthcare: pharmaceutical, biotech, life sciences .
Case Interview Question #01102: Your client Baxter International Inc. (NYSE: BAX) is a large pharmaceutical company based in the United States. The company primarily focuses on pharma products to treat hemophilia, kidney disease, immune disorders and other… Read the rest
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One-Week Case Interview Online Course: https://hackingthecaseinterview.thinkific.com/courses/consultingCase Prep Book for Beginners:
Okay. Is there a timeline when they're planning on launching this product? Is it like in the next six months? Or are they going to take a little
Case study examples help you prepare for case interviews. This healthcare case is like one you would see in a final round interview.
Learn the seven steps to solve any healthcare consulting case interview and practice with eight healthcare consulting practice cases.
Case 18: Pharma Co. Analysis. The interviewee should quickly recognize ... Survey / interview with potential patients and their willingness to try drug X.
Strategic advice and evaluation of acquisition of BioFuture, a leading biologicals start-up, by a major global pharmaceuticals company.
Myers Pharma - Forget frameworks and learn how to solve cases like a real consultant with our Case Academy. Impress your interviewer and land your dream
Find all questions and answers on pharma and health care cases. ✓ Management Consulting Career ✓ Application Process ✓ Case Interview Tips.
Case Interview Question #01191: Your client AVEO Pharmaceuticals Inc. is a biotechnology and pharmaceutical company based in Cambridge, Massachusetts that
Case interviews are increasingly being used by other types of organizations as well. ... See Case #4 (medical device) and Case #5 (pharma).