Wall Inc.

The following framework would be a good approach:

Information that can be shared on the interviewee’s inquiry: 

• The sales volume will remain the same after the price cut.
• The client produces one product.
• The client’s and the competitor’s product are similar. All “dry-wall” products in the market are similar.

Before performing calculations, the interviewee should have asked about any potential changes in sales volume.

Let the new volume of sales be equal to x.

Information that can be shared on the interviewee’s inquiry: 

• The competitor is a small company.
• Our main customers are contractors and small business owners. They buy products directly from us.
• Customers usually buy based on their relationship with the suppliers.
• They prefer certain brands.
• There is no information about price sensitivity.
• We do NOT have no long term contracts with customers.
• There is not much information about the competitor.
• The client has a strong brand presence.
• The client has been in the market for a long time.

The interviewee should find the main factors for solving the problem.

A well-structured plan would include:

• Market (number of competitors and their market share)
• Customer (preferences and price sensitivity)
• New competitor (size, advantages, disadvantages)
• Client (position in market, time in the market, brand)

Main conclusions

• The client is a relatively big player in a very fragmented market.
• The competitor seems to be only a small player.
• On average the new competitors market share will be around 60/21 = 2.85%
• The new competitor may take 2.85% of our client’s volume or compete with the other small-sized companies.

The interviewee should sum up his/her findings.

The client should NOT reduce the price because it will lead to a loss in profit that is equivalent to losing 33% of market share.

So far, it seems that the new competitor will take a maximum of 3% of the client’s market share.

There are two possible risks though:

• We could have underestimated the size of the new competitor.
• One of our bigger competitors could reduce their price in response to the new competitor’s low prices.