Interviewer view · keep this screen to yourself

A cinema raises its ticket price

You run the case. Read the prompt, answer questions from the notes below, and share data only when the candidate asks for it or gets stuck. Score at the end.

Case timer

00:00

Target length:

1. Read the prompt aloud

Read it slowly, then pause. Let the candidate ask questions before they structure.

A cinema in Spain raises its ticket price from EUR 10 to EUR 11. Weekly tickets sold fall from 1,000 to 850. Was the price rise a good idea for revenue?

2. Answers to clarifying questions

This case has no scripted clarifying answers. Answer from the prompt, and say "assume what you think is reasonable" if the prompt does not cover it.

3. A model structure

Compare the candidate's structure with this one. A different split can be just as good if it is clean and fits the problem.

Compare revenue before and after, and calculate the elasticity
- Revenue = price x tickets
- Elasticity = percent change in tickets / percent change in price

4. The working, step by step

Each step shows how a strong candidate works it out. Share a new fact from it only when the candidate asks or is stuck, and let them do the math: the result in the dark box is what they should reach.

Step 1: Revenue before
What a strong candidate does: EUR 10 times 1,000 tickets.
Weekly revenue before (EUR): 10 × 1,000 = 10,000
Step 2: Revenue after
What a strong candidate does: EUR 11 times 850 tickets.
Weekly revenue after (EUR): 11 × 850 = 9,350
Step 3: Elasticity
What a strong candidate does: Tickets fell 15 percent after a 10 percent price rise.
Price elasticity: -15 ÷ 10 = -1.5

The recommendation to listen for

At the end, say: "The CEO walks in. What is your recommendation?"

No, the cinema should not keep the EUR 11 price on revenue grounds, because weekly revenue fell from EUR 10,000 to EUR 9,350. The reason is elastic demand: a 10 percent price rise cut tickets by 15 percent, an elasticity of about 1.5. The risk is that the loss is larger than it looks, since fewer visitors also buy fewer snacks. As a next step, compare weekly profit at both prices, including snack sales, before deciding whether to return to EUR 10.

Score the candidate

Score each criterion from 1 to 5. A 2 or a 4 sits between the descriptions.

This case has no exhibit. Score Exhibit reading on how the candidate used the data you gave them: did they pick out the number that matters and say what it means?

Structuring

1: No clear structure, or a memorized framework that does not fit the problem.
3: A sensible structure, but with some overlap, a gap, or no clear priority.
5: A structure built for this problem, with no overlap and no gaps, a stated hypothesis, and a clear first step.

Math

1: Frequent errors, no units, or needed heavy help to finish.
3: Right answers but slow or messy working, or one error caught late.
5: Accurate and clearly narrated, with units, a sense check, and what the number means.

Exhibit reading

1: Read the chart aloud without finding the number that matters.
3: Found the key number but gave only part of the so-what.
5: Pulled the right number quickly and said what it means for the case.

Synthesis

1: Summarized what was done, with no clear answer.
3: Gave an answer, but with weak reasons or no next step.
5: Answer first, then two or three reasons with numbers, the main risk, and next steps.

Communication

1: Hard to follow: long silences, no signposting.
3: Clear most of the time, with some rambling.
5: Calm and concise, signposted each step, and checked in with the interviewer.

Total

0 out of 25

Score all five criteria to see the band and the feedback template.