Consultoría

GMAT

100

Company X sold 1,500 units of its product for $9 each and 750 units for $6 each. If the company's cost of producing each unit of the product was $7, what was the company's profit or loss on the sale of 2,250 units?

$2250

Let's see the correct solution:

Given that:

Total number of units sold =2250

Cost of producing each unit =$7

Thus, total cost of producing 2250 units =$(2250×7)=$15,750

Selling price of 1500 units of the product =$(1500×9)=$13,500

Selling price of 750 units of the product =$(750×6)=$4,500

Thus, the total selling price =$(13500+4500)=$18,000

Thus, profit =$(18000−15750)=$2250

Alternate approach:

For the first batch of 1500 units, the selling price of each item, $9, is greater than the cost price of each item, $7. So, for this batch, there is a profit.

Profit from the sale of the 1500 units in the first batch =$1500×(9−7)=$3000

For the second batch of 750 units, the selling price of each item, $6, is less than the cost price of each item, $7. So, for this batch, there is a loss.

Loss from the sale of the 750 units in the second batch =$750×(6−7)=-$750=(the negative sign indicates loss).

Since the numerical value of profit ($3000) from the first batch is more than that of loss ($750) from the second batch, overall, the company will make a net profit of $3000−$750=$2250

200

Karen sold her house at a loss of 25 percent of the

price that she originally paid for the house, and then bought another house at a price of 30 percent less than the price she originally paid for her first house. If she sold the first house for $225,000, what was her net gain, in dollars, for the two transactions?

(A) $15,000

(B) $25,000

(C) $60,000

(D) $75,000

(E) $90,000

Answer: (A)

If Karen sold her first house for $225,000 and at a loss of 25 percent, then 25 percent of the original price equals

$225,000. 75 / 100 x = 225,000, so x, or the price she

originally paid, equals $300,000. Thus, Karen lost $75,000 on the sale of her first house. If she bought a second house for a price of 30 percent less than $300,000, then the second house cost $210,000, so she gained $90,0000. $90,000 - $75,000 = $15,000, so the

300

1. A certain company sells tea in loose leaf and bagged form, and in five flavors: Darjeeling, earl grey, chamomile, peppermint, and orange pekoe. The company packages the tea in boxes that contain either 8 ounces of tea of the same flavor and the same form, or 8 ounces of tea of 4 different flavors and the same form. If the order in which the flavors are packed does not matter, how many different types of packages are possible?

(A) 12

(B) 15

(C) 20

(D) 25

(E) 30

C

Begin by figuring out how many different ways you can package the tea in boxes that contains 8 ounces of tea, all of the same flavor. There are five flavors, each flavor can come in either loose leaf or bagged form, so 5 flavors x 2 forms = 10 different ways to package the tea in boxes that contain only one flavor each. 

Now find the number of different ways to package 4 different flavors of the same form per box. In this case, you must choose 4 of 5 possible flavors, and order does not matter, so the formula is 5x4x3x2/4x3x2x1= 5 different ways to combine the 4 flavors. Each combination can come in either loose leaf for bagged form, so you have 2 different forms x 5 different combinations = 10 total possible ways to combine the 4 flavors in either bagged or loose-leaf form. 

Thus, the total number of combinations is 10 + 10 = 20 total combinations. 

400

The population of City X increased from 2 million in the year 2000 to 2.5 million in 2015 and the gross domestic product of the city in 2000 was 3/8 less than that in 2015. What was the approximate percent change, rounded to the nearest integer if required, in the per capita gross domestic product of the city from 2000 to 2015?

28% increase

Let's label the Population and the Gross Domestic Product (GDP) for the years 2000 and 2015 as follows:

Population P₀ (Year 2000) P₁ (Year 2015)

GDP (Gross Domestic Product) G₀ (Year 2000) G₁ (Year 2015)

Per Capita GDP G₀/P₀ (Year 2000) G₁/P₁ (Year 2015)

We are given that:

P₀=2×10⁶ 

P₁=2.5×10⁶

G₀=G₁−3/8G₁=(5/8)×G₁

To find: % Change in Per Capita GDP over 2000-2015

=[(Per Capita GDP in 2015)−(Per Capita GDP in 2000)/ (Per Capita GDP in 2000)]×100%

= ((G₁/P₁)−(G₀/P₀)/G₀/P₀)×100

=((G₁/P₁)/(G₀P₀)−1)×100

=(G₁×P_0/G₀×P₁−1)×100

=(G₁×(2×10⁶)/(5/8×G₁)×(2.5×10⁶)−1)×100

=((1×2/(5/8)×2.5)−1)×100

=((8×20/5×25)-1)×100

=((8×4/25)−1))×100

=((32−25)/25)×100

=(7/25)×100

=28%

Since the percent-change between 2015 and 2000 is positive, this means that the per capita GDP in 2015 was greater than that in 2000.

Hence, the correct answer is: 28% Increase

Alternate approach:

We know that 'the gross domestic product of the city in 2000 was 3/8 less than that in 2015,' so let's assume that the GDP in 2015 was 800; thus, the GDP in the year 2000=800−3/8×800=500 

We assumed a seemingly puzzling number '800' for the GDP in 2015 since we find that in the denominator of the fraction 3/8, we have to deal with '8,' and '800' is a multiple of '8' — easy to deal with.

We know that the population year 2000 =2M and that in 2015 =2.5M

Thus,

Per capita GDP in 2000=GDP/population=500/2M=250/M

and

Per capita GDP in 2005 =GDP/population =800/2.5M =8000/25M =320/M 

Thus,

Change in Per Capita GDP over 2000-2015=(Per Capita GDP in 2015)−(Per Capita GDP in 2000)/(Per Capita GDP in 2000)×100

=(320/M−250/M)/250/M×100%

=70/250×100% (M gets cancelled)

=28%

500

If x and y are non-negative integers such that 4x + 7y = 68, how many values are possible for (x + y)?

A)11

B) 3

C) 5

D) 17

E) 14

B) 3

x and y are non-negative integers.
So, both x and y can take 0 or positive integer values.

4x + 7y = 68
=> 4x = 68 - 7y
Because x is an integer, 4x is divisible by 4. So, (68 - 7y) is divisible by 4.
68 is divisible by 4. So, 7y should also be divisible by 4.

x and y are non-negative integers.
So, the least possible value for y is 0.
So, 7y = 0. Note: 0 is divisible by 4.
Subsequently, let us plug in multiples of 4 for y till such time x remains non-negative.
When y = 0, x = 17
When y = 4, x = 10
When y = 8, x = 3
When y = 12, x = -4 (x is negative)
For values of y that are multiples of 4 and are greater than 8, x will be negative.

Possible values for x + y:
17 + 0 = 17
10 + 4 = 14
8 + 3 = 11
3 values are possible

Choice B is the correct answer.

Case Studies

100

Your client is TakeFlight, a company that sells hot air balloon rides out West.

Purchasing a hot air balloon ride is all-inclusive, meaning participants pay for the following:

1. Watching the hot air balloon inflate 

2. Up to 15 passengers can ride in the balloon for approximately 1 hour

3. Car ride back from the landing zone to the starting point

The entire process takes 3 hours. In recent years, the business has expanded to offer two rides, twice per day, rather than one ride, twice per day. However, TakeFlight has not experienced the economies of scale it expected.

You have been hired to target strategies to grow TakeFlight’s profit margins to support future growth

What are the factors you would investigate to determine opportunities for margin expansion?

Raising Prices

a. Do we have a monopoly or other market power?

b. Do we have a differentiated experience warranting a price premium?

c. What is the willingness to pay of our customers?

d. Are we pricing per-person, rather than per-ride? Is capacity maximized? If asked say that the balloon ride costs the same for customers, even if only 2 people ride.

e. Can we separate our “all-inclusive” package into pieces?

f. Do we sell anything besides rides that could justify a higher price?

Cutting Costs

a. Fixed cost cutting

i. Investing in the second hot air balloon

ii. Storage facilities

b. Variable cost cutting

i. Does TakeFlight have enough inflation devices?

ii. Rising gas/fuel prices? Could we buy fuel for cars/balloons in bulk?

iii. Labor costs are too high?

iv. Flying the balloon? Can we tie the balloons together for one pilot?

v. How do we drive people back from the landing zone?

200

Situation description

Talbot Trucks is a Europe-based private truck OEM. It produces and sells trucks all over the world. Talbot Trucks is considered a leader in quality manufacturing. Its primary customer base includes large trucking companies that own thousands of trucks and owner-operators, which are smaller customers that own fewer trucks.

Trucks today are mainly powered by diesel engines and require carbon-based petroleum fuel. Talbot Trucks is interested in exploring ways to reduce the carbon footprint of its vehicles and has specifically asked about electric trucks, or “eTrucks.”

ETrucks and diesel trucks differ in the design—e-motor and batteries versus combustion engines—and also in the way they are fueled, meaning comparably slow charging versus quick refilling with diesel fuel at gas stations. The introduction of this new technology is disruptive for the manufacturers as well as customers both large and small.

The CEO of Talbot Trucks has approached you to help determine the attractiveness of an investment in eTruck manufacturing for its European market.

What information would you want to collect to understand the attractiveness for Talbot Trucks in producing and selling eTrucks in Europe?

• Market. What important differences exist between large and small truck customers, such as price, features, reliability, and volume? Which geographies in Europe are most receptive to eTrucks—an environmentally conscious population, or ones with apolitical agenda? How will customers perceive Talbot Trucks’ eTrucks when compared to existing competitors or new entrants? What are potential substitutes, like rail?
• Financials. Are there different market segments for eTrucks? How does revenue potential compare between these segments? What are Talbot Trucks’ main cost drivers? What price could be expected in different segments?
• Risks. How much experience does Talbot Trucks have with eTrucks? Will it be able to produce a reliable product in a cost-efficient way? What will happen to sales of current truck models? Will legislation force a move toward eTrucks? If so, what are the risks associated with actively addressing the issue instead of waiting it out?

300

Our client is FashionCo, a player in the women's fashion market. It’s been in the industry for a long time, but has experienced declining revenues each year for the past five years.

The CEO will most likely need to approve a new sales and advertising strategy, so the CFO and CMO will narrow it down to two possible options:

Option A: A rewards program

•   Estimated number of customers participating in Y1: 25%

•   # of customers: 10M (assume flat)
•   Average pre-sale spend per person, per year: $100
•   One-time customer activation fee: $50
•   With the rewards program, customers always receive 20% off

Option B: Intermittent sales

•   Customers (flat): 10M
•   Average pre-sale spend per person, per year: $100 (assume evenly distributed across years)
•   Model: 20% discount 3 months per year
•   Assumption: Discount would increase pre-sale purchase sales by 100% over those 3 months

Which one would result in more revenue this year?

• Option A: Rewards Program
• Calculation for Option B: Intermittent Sales

  
  

400

Beautify is a global prestige cosmetics company that sells its products mainly inside high-end department stores such as Harrods and Shanghai No. 1. It also has a presence online with specialty retailers like Sephora. Beautify produces a number of makeup, fragrance, and skin care products sold under several different brands.

In department stores, beauty consultants play a critical role with consumers:

• approaching “passive” customers
• demonstrating their knowledge of the products
• actively selling the products
• maintaining a loyal customer base of repeat buyers

These consultants are hired directly by Beautify or through specialist, third-party agencies that find new recruits for a fee. Beautify is then responsible for selecting, training, and paying the consultants. Within Beautify, beauty consultants are managed independently by each brand in each country. For example, this may mean a consultant might be part of the Chanel team in a store. However, consumers are shifting more to online shopping, and too many beauty consultants are left working in empty department stores.

One of the key areas that Beautify wants to understand is the reaction of current and potential new customers to the virtual social media-beauty advisors.

Imagine you are a current Beautify customer and you mostly shop at your local department store because you enjoy the high-touch service offered by in-store consultants. What features would make you consider switching to a mostly virtual sales experience?

Getting real-time feedback on new looks. Beautify could develop a “selfie mirror” mobile app, which would let you upload a selfie and get tailored recommendations from your advisor. They could also potentially use that image to show you new ideas, colors, or product lines, and make suggestions such as, “That lipstick is too matte, but here’s what a glossier formulation would look like.”

Joining an online social community. Advisors could start closed groups, or a blog, where they encourage and respond to comments. This is a great way to connect with other people who have similar interests and learn what makeup and skincare products work well for them.

Learning about latest trends from someone you trust. If an advisor is active on social media, like Instagram, TikTok, or Douyin, they probably post several times a day. Some of it will be personal, to build rapport, but much of it will be related to beauty and skincare. An advisor might offer tutorials, give product reviews, discuss common beauty myths, or more.

Responding privately to a particular concern. If you’re having skin issues, you could contact the advisor privately. The two of you could connect to discuss your specific concerns. Again, the advisor would understand which products you already use and could make appropriate adjustments.

500

Client goal

The Bill & Melinda Gates Foundation is a private organization with vast ambitions; one of its goals is to reduce extreme poverty worldwide. The foundation has asked you to design a basic financial-services offering for residents in remote communities in Mexico.

The majority of Mexico’s rural population is relatively poor, relying in part on government benefits for their livelihood. Since they tend not to have bank accounts, they usually collect those benefits in cash from a limited number of state-owned bank branches. These branches are often a long way from where the recipients live, so it can take a lot of time and effort to collect benefits. In addition, while traveling to the branches, people can be at risk of falling victim to crime.

The Mexican government also owns and operates a chain of 22,000 stores throughout Mexico, called Diconsa, which provide basic food, clothes, and other essential goods to rural populations. These stores are supplied through a network of central and regional warehouses and several thousand delivery trucks.

The team has estimated that it currently costs a family 50 pesos per month in transportation and food to make the journey to collect benefit payments. The team also estimates that if benefits were available for collection at local Diconsa stores, the cost would be reduced by 30 percent.

Twenty percent of Mexico’s population is rural, and of that number, half currently receive state benefits.

You can assume that Mexico has a population of 100 million.

You can also assume that families in Mexico have an average four members, and that this does not vary by region.

If every family could collect state benefits at their local Diconsa stores, how much in total per year would be saved across all Mexican rural families receiving state benefits?

• There are five million families in rural Mexico: 20 percent times 100 million, divided by four people per family
• There are 2.5 million families receiving benefits: 50 percent times five million families
• Each family currently spends 600 pesos per year to receive benefits: 50 pesos per month times 12 months
• In total, families spend 1.5 billion pesos per year to receive benefits: 600 pesos times 2.5 million families
• 450 million pesos could be saved: 30 percent times 1.5 billion pesos

Datos Generales

100

¿Cuántos millones de habitantes tiene el área metropolitana de Monterrey? 

5.3 millones 

4 - 6 millones

200

¿Cuál es el consumo promedio de agua per cápita de Monterrey?

134 litros al día (Gobierno de Nuevo León, 2023)

100-160

300

¿Cuál es el porcentaje de personas veganas en México?

9%

5-13%

400

¿Cuántos usuarios a nivel mundial tiene actualmente ChatGTP?

180 millones (2024)

150-210 millones

500

¿Cuántos millones de vehículos eléctricos se vendieron en el 2023 a nivel mundial?

14.2 millones

10-20 millones

TCC

100

Impulsar la empleabilidad de las y los estudiantes del Tec de Monterrey con interés en la industria de consultoría, ¿es nuestra misión o visión?

Misión

200

¿Cuáles son los valores del TCC?

Trascendencia, convicción y compromiso

300

Menciona 5 consultoras con las que tenemos un strategic partner

McKinsey & Company

Bain & Company

BGC

Sintec Consulting

EY

Galera

Mazars

GOLDCO

PwC

Interius

Auric Consulting

Growth & Profit Consulting

LSC

FEMSA

London Consulting Group

Delphus Consulting

400

¿Cuáles son los 4 programas con los que cuenta TCC?

1. Miembros TCC

2. TCC Academy

3. Case Competition

4. CAI

500

¿Qué semestre tiene mayor presencia en el TCC?

8vo

Mesa

100

¿Cómo se llama la presidenta y vicepresidenta del TCC?

Eugenia Ruiz e Itzel Contreras

200

¿Cómo se llama el director de DTH?

César Bonifaz

300

¿Cómo se llama el director de Finanzas?

Humberto Cortés

400

¿Cómo se llama la directora de Marketing?

Sonia Garza

500

¿Cómo se llama el director de IT?

David de León