As the newly appointed strategy and performance director for Vorlinden PLC, an insurance company offering general insurance products (i.e. non-life). Vorlinden is at a crossroads and the participant has been recruited to develop a strategy to take the business forward. He/she is provided with information including: the annual financial statement; policy sales/ renewal data; European insurance spend data; board member views; staff turnover figures; staff and customer survey; a proposal for combining call centre operations and details of two possible acquisitions.
The participant takes on the role of a sales and marketing consultant who has been asked to give advice to
Working for an IT consultancy, the participant is asked to devise a resourcing plan to ensure that the needs of each of the two new big contracts are met. Options include using contractors or training internal staff using quick, but expensive, training or longer-term study on the job with skilled personnel. The options has varied cost, timescale and sustainability implications.
The participant takes the role of the newly appointed Managing Director of a Division of Glebel Foods, a fast moving consumer goods company. Two of the product Divisions (Biscuits and Snackfoods), are performing well, but the third is not achieving its potential. The participant has been appointed to improve results and take steps to grow the business in that Division. He/she is asked to review a range of papers including: income statement and forecast; sales results; customer survey results; a proposal to relocate a factory; and a leadership audit.
This high level exercise simulates the role of a Divisional Manager in a multi-national holding group. The division comprises five diverse companies, which are facing a range of different issues.
The in-tray raises issues around customer satisfaction.
The candidate is the manager of a division of the Bruger-Kent financial company, and they have to deal with a complaint registered by a client as well as a personnel problem. The exercise consists of four parts (organising, evaluation, decisionmaking, and communication), all of which require the candidate to complete different tasks, and all of which therefore measure different competencies.
The candidate is the sales director of Hobson Brothers Ltd., a British manufacturing company. They have to assure the effectiveness of production and sales in the light of the budget and deadlines. They have to solve problems such as the green movements’ threats due to the use of the furs of exotic animals; renting storage places; and attending conferences.