TOPIC
Business planning
These are the same questions found in the library, grouped here by the capability each one mainly examines.
28 questions
B · Business understanding and domain modeling3
- A cross-team project launches on schedule, but user feedback, operating costs, and data corrections remain; the project team is about to disband. How would you model product, platform, operations, and project responsibilities after delivery?
- The company shifts from acquiring new customers to increasing value from existing customers, but sales incentives, product roadmaps, and service capacity still reflect acquisition goals. How would you map the value chain and incentives to find misalignment?
- The company invested in a shared release platform, but most teams still use custom scripts. The platform team believes its features are sufficient, while product teams worry about migration risk and schedule conflicts. How would you analyze platform value, adoption cost, and incentives?
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C · Value judgment and direction setting23
- Visits and registrations are growing, but match success is falling. Demand concentrates in a few regions while suppliers are scattered. How would you find the liquidity bottleneck and choose where to invest first?
- A marketplace raises commission by two points. Revenue rises short term, but some high-quality suppliers list less often; buyer conversion has not moved yet. How would you assess long-term impact?
- After a subscription price increase, monthly revenue rises 8%, but cancellations grow among small core customers. Sales wants to continue. How would you estimate net benefit and long-term risk?
- Gross margin is steady, but standard-service revenue falls while custom-service revenue grows, along with implementation and support hours. How would you determine whether growth is healthy?
- A competitor launches a lower-priced substitute. Customers start negotiating harder, but usage has not changed much. How would you choose a response?
- The final business outcome will take months to appear, but the team must decide whether to continue investing now. How would you use leading indicators?
- How do you confirm that your team's goals are consistent with the company's strategic goals? When they are not, do you adjust the team's goals or try to influence the goals above?
- The company’s growth is slowing, and your manager asks you to explore an unfamiliar, highly competitive market with a limited budget. What would you learn and test in the first 30 days, and what evidence would determine whether to continue or stop?
- A new market opportunity emerges mid-quarter and leadership wants an immediate pivot; customer promises, team goals, and partner schedules have already been published. How would you compare the opportunity window with the cost of breaking commitments and decide what to keep, reduce, or renegotiate?
- Policy and procurement cycles in a new market are unclear, yet the company must set annual goals and budgets. How would you translate long-term direction into quarterly hypotheses, validation milestones, and triggers for adjusting the plan?
- The team plans to pilot a service in three cities, but supply quality, repeat use, and unit economics are unproven; sales materials already show a firm expansion timeline. How would you rewrite stage goals and external commitments?
- The roadmap lists many goals but no explicit exits; each new request is added on top, and commitments keep changing. How would you include stopped, deferred, and declined work in planning governance?
- User activity and transaction value rise in one quarter while the team launches a feature, a competitor exits a region, and seasonal demand strengthens. How would you estimate the product's incremental contribution and state limits of the conclusion?
- A new product could enter several regions: the largest requires local partners and complex compliance, while a smaller one has existing channels but a narrower segment. How would you compare target-customer demand, local payment and service conditions, entry cost, competition, and learning potential?
- A promotion lifts transaction volume and share but makes contribution profit per order negative; the team expects scale to lower costs without a defined mechanism. How would you test the scale-economy hypothesis and acceptable loss boundary?
- A project meets its conversion target at launch, but the effect fades six weeks later; the team attributes it to seasonality, while Operations reports more manual intervention. How would you define sustained outcomes, attribution, and follow-up ownership?
- Mid-quarter market rules change, invalidating some assumptions behind the original goals. How would you reassess goals, invested resources, and irreversible commitments, then decide what to keep, change, or stop?
- The annual goals are retention and margin, but teams pursue them through deeper discounts and reduced service investment. How would you turn the direction into comparable assumptions, constraints, and quarterly decision points?
- The team sees three opportunities, each requiring cross-functional effort with unknown odds of success. How would you compare information value, validation cost, and the cost of missing a window?
- Marketing channels, product activation, and sales follow-up each set conversion goals with different denominators and time windows. How would you align planning interfaces and expose dependencies?
- A small pilot met its target, but expansion across regions adds compliance, training, and support costs. What evidence should be required before committing it to the roadmap?
- The team wants to reduce customer wait time this quarter, but historical data is incomplete and regions measure time differently. How would you establish comparable starting data and set a goal that can be recalibrated as you learn?
- One option improves retention for existing customers; another opens a new market. Leadership is split. How would you document assumptions, opportunity cost, and conditions for reopening the decision?
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E · Collaboration, communication, and influence1
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