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ZS Associates Case Study Questions 2024

February 13, 2024

ZS Associates Case Study

ZS Associates Case Study questions 2024 are given here on this page!

The ZS Associates Interview Case Study is the third round of ZS Recruitment Process. This round holds the highest importance in the entire ZS Associates Selection Process.

Go through the page to Know all the important questions and details related to Zs Associates Case Study.

ZS Associates Case Study Interview For Freshers

In this round, the interviewer aims to judge the following characteristics of a candidate as mentioned in the ZS Business Consulting Website :-

• Excellent critical thinking and problem-solving
• Desire to innovate and transform organizations
• Client service Orientation
• Emotional intelligence, empathy, and adaptability
• Strong communication skills and ability to persuade

Orientation to quality and creating positive impact

ZS Associates Case Study 2024

Zs associates case study challenge 2024.

The one and only important criteria that can make or break your selection in ZS Associates is your scale of performance in the case study interviews. ZS Associates case study interview mimics what the consultancy job is going to be like by putting you in a simulated business scenario where you are asked to solve a business question and marketing questions.

ZS Associates   Case Study Questions will be based on your profile that you select while filling out the form.

• Pie Charts etc.
• For numerous case studies, you wouldn’t have any right or wrong answer to judge. Your method of approach for  solving complex issues holds higher significance in such cases.
• Ambiguous problems
• Insufficient information and time
• Pressure to quickly develop potential solution

Following a structured pattern and finding problems is the secret to progress in ZS Associates Case Study:

• The situation
• The company
• The objective of the case.
• Structure:- Secondly, you need to develop an approach to solve the problem. Build a framework to help you solve the issue of business. A framework is a mechanism that lets you organize complex challenges into simpler, break down complex problems into smaller.
• First you need to identify the important issues.
• Request information to test hypothesis. A hypothesis is an educated guess on the answer based on the data and information that you have so far.
• Identify specific opportunities
• Conclude:- Make solid recommendations about the action that needs to be taken. All you need is to present the most relevant facts and include the key arguments that justify it.

Types of Case Study asked in ZS Associates:-

Market sizing.

In Market Sizing, there will be large amount of information provided to the candidates that would require a quick assessment and analysis.

Examples:- Our company is opening a new office. How should we acquire the new office space?

Business Problems

Business Case studies are usually real-life business situations. A candidate needs to imagine, handle and summarize a complex business situation or dilemma.

What you need to prepare:

• Try to find out and understand as best as possible the type of work they do.
• Figure out what ideas or concepts do they come out with to solve an existing problem
• Evaluate their effectiveness and longevity of the solutions
• Know the objective of the case study intently.
• Understand the process and apply it accordingly
• Use important check points wherever needed to make your hypothesis clear and strong.

ZS Associates Case Study Questions and Answers

Question 1:

I run a small coffee shop that has been in my family for over 30 years.Recently, I learned that Starbucks has bought the lease on a unit just around the corner.Starbucks will be opening in 3 months’ time. ’m worried about what this means for my business, and want your advice

How would you approach this issue?

What information might you need to solve this case?

Question 2:

For a boot manufacturer that manufactures two types of boots, you have to plan a strategy for responding to a competitor who has launched a new product. To understand the market, you ask the interviewer how big it is. The exhibit below is presented to you.

Take the following steps to analyze this data:

• In this case, the question is market size – a Euro figure. So you must assimilate all the customer segmentation, product and pricing data into the total market size.
• You can see that this exhibit, in both numerical and graphical data representation, is a mixed map. The first section reveals the tendency to purchase (in other words, the percentage of population that bought boots last year). Note immediately that the data is provided for various consumer groups as a percentage, and for each segment, you will have the overall price paid and total population.
• Figure out the most efficient approach to get to the final result, and work the math. If all the required data is not present, ask for it.

In this case,

• Total revenue from all customers would equal market size.
• Total revenue = Number of boots bought * Price per pair
• Number of boots bought = Number of buyers * Boots bought per buyer
• Number of buyers = (Total Population) * (% of population buying boots)

The following steps can help add more context to your analysis. Let us continue with the example of the boot manufacturing company discussed in the last section:

• Think about the end target, and make a short hypothesis about the main indicators needed to measure the situation. We will need to find out the main product segments of the industry and the role of our business with consumers to grasp the strategic nature of the market.
• Understand what the evidence means about the indicators that you just defined. We recognise that, depending on the type of use, the boot industry is split into two divisions and the clients are segmented by occupation.
• Start to think of factors that could have prompted the evidence to appear as it does, and open up new investigation lines. This makes the interviewer realise that not only do you do math, you can also draw company lessons about the exhibit, which is a crucial ability that a contractor should have. In this scenario, since their occupations need more physical labour and so their shoes will wear out faster, it is fair that more blue collar  employees will purchase work boots. Also, in the two boot segments, what is the ultimate status of our client? That’s thenext natural issue.

In this case, the situation can be possibly summed up as follows:

The total market size is €X Mn. My hypothesis is that the work boots category is the most important for us here, since it is €Y Mn larger than the casual boots segment.

Question 3: Your client is Healthcare Cloud Inc., a start-up firm in Palo Alto,California,focused on software and information technology. The company runs as a service (SaaS) or cloud business in computing. Basically, SaaS is a licencing and distribution model for applications in which software is licenced and centrally hosted on a subscription basis. Usually, SaaS is accessed via a web browser for users using a thin client.

 How would you approach this issue?

The client has developed an innovative cloud-based software solution for hospitals, Healthcare Cloud. The software is used for tracking patient outcomes and utilizes an extensive database and proprietary analytics to recommend procedures based on patient comorbidities (In medicine, comorbidity is the presence of one or more additional diseases or disorders co-occurring with a primary disease or disorder).

The client is preparing to launch their revolutionary Healthcare Cloud software to market and is seeking our advice on how to maximize revenue. How would you go about it?

Question 4:

A manufacturing company sells a popular soap product named “Foamy”.

Company Background

The company manufactures and markets one single soap “Foamy”. It is a premium quality soap popular among the Upper-Class population.

The company has a sales team of 200 salespeople for promoting “Foamy” and they visit the warehouses for promotion of “Foamy”.

Project Mission

Mr. David, the Vice President of the company Sales team is confused that if having the salesperson visit the warehouse is the optimal solution.

He also wants to divide the teams in an efficient manner.

Determine the optimal sales force size for the warehouse: How many salespeople should be assigned to promote “Foamy” to warehouse owners? (Also determine the same if we are given that total visits are limited to 1200)

(Hint: Your analysis should be based on the data in the table below and not based on the 200 salespeople).

A salesperson visiting warehouses can make 12 visits/week

Firstly, calculate the number of visits for each type of warehouse.

Big Ones = 50*4 = 200 visits

Tough Ones = 100*3 = 300 visits

Smart Buys = 150*2 = 300 visits

Friendlies = 200*2 = 400 visits

Easies = 300*1 = 300 visits

Thus the total visits = 200+300+300+400+300 = 1500

And the number of visits by a single person is 12 visits/week

Thus the number of sales people to be allotted to this task is 1500/12=125.

Since we are given that the number of visits is 1200. Then we must prioritize the warehouses which are providing more profits to the company.

Thus the preference order will be Big Money>Tough Ones>Smart Buys>Friendlies>Easies.

The total visits = 200+300+300+400 = 1200 (Excluding the Easies one)

Total Number of Salespeople is 1200/12=100.

Question 5:

Assume you are the manager for a consultancy firm. You received the following information and are expected to solve your clients questions:

Digilant Toys is a high-end toys maker in the country of Moldova. Moldova, officially the Republic of Moldova, is a landlocked country in Eastern Europe located between Romania to the west and Ukraine to the north, east, and south. Moldova declared itself an independent state with the same boundaries as the Moldavian Soviet Socialist Republic in 1991 as part of the dissolution of the Soviet Union. The total population of the country amounted to 4 million (2004 Moldovan census).

The owner of Digilant Toys business has seen substantial change in his market in recent years and is contemplating the future of his business. Up until now, he has been in the business of building high-quality, handcrafted toys largely by hand with a skilled labor force. Recently, however, he has become aware of a new technology that would allow him to build machine-made toys with much less labor.

The following data is also provided to you:

• Investment – Investing in the new technology will cost the firm $1M.
• Cost Savings – Material costs remain the same, but labor costs are reduced by 50%.
• Proprietary Nature of Technology – The new toy-making technology is being offered for sale by a machine tool company, who holds the patent. They are not offering exclusivity to any customers (i.e. they will sell to Digilant Toys’s competitors if possible).
• Competitive Threat – It is not known whether the competitors have acquired or are planning to acquire this new toy-making technology.
• Customer Preferences – While the machine-made toys are not “handmade”, the quality perceived by the customer is the same or better. It is believed that the customer will be indifferent between the quality and appearance of hand-made and machine-made toys.
• Brand Impact – The candidate may argue that machine-made toys might negatively impact Digilant Toys’s brand. If so, ask them how they would test this (e.g. consumer research), but tell them to assume that it would have negligible impact.
• Assets – Since the firm has been building toys by hand, the fixed assets are essentially only the land and improvements. These are owned outright by the company. – Book Value of Land: $20,000, Book Value of Improvements: $80,000, Years Owned: 48 and Average Real Estate Appreciation: 6% / years

The following market details are also given:

• Population of Moldova: 4 million
• Population Growth: 0%
• Average Life Expectancy: 75 years
• Age Distribution: assume a flat age distribution, i.e. same number of people at every age.
• Burial Customs: 75% of people use toys.
• Price – toys are priced at $5,000 for hand-made high-end toys.
• Costs – Material accounts for 10% of the direct cost, while labor accounts for the other 90%. COGS is $4,800 per toy. Fixed costs for the business are $700,000 per year. Assume all assets are fully depreciated and ignore taxes.
• Competition – The client has a 10% market share and a relative market share of about 1 (if asked, you may explain that relative market share is the ratio of the company’s market share to that of its nearest competitor.)
• Market Trends, Regulation, etc. – If asked about any exogenous factors, simply tell the candidate to assume that the market is expected to continue as it currently is.

You as a manager of the consultancy firm are supposed to answer these questions:

• What strategic alternatives should the owner of the toys business consider?
• Calculate the market size.
• Calculate the value of the company toy’s business
• What is the value of the company if it were shut down and the assets were sold?
• What would the value of the company be if the owner invests in the new technology?

We need to decide firstly whether to stay in the toys business at all and if so, whether he uses the new technology:

Option 1: Sell the business to a third party

Option 2: Sell the assets of the company and shut it down

Option 3: Keep operating as is

Option 4: Keep operating and invest in the new technology

(4 million) x (1/75) * (75%) = 40,000 toys purchased per year.

Margin per toys = $5,000 – $4,800 = $200

Contribution Margin = $200 per toys x 40,000 toys x 10% market share = $800,000

Profit = Contribution Margin – Fixed Costs = $800,000 – $700,000 = $100,000

Assuming a discount rate of 10% (candidate can assume anything reasonable here as long as they are consistent later), a perpetuity with cash flows of $100,000 per year has a present value of $100,000 / 0.1 = $1 Million. So the current business is worth $1M whether they keep it or sell it.

Using the “rule of 72″, a 6% growth rate will double the investment every 72/6 = 12 years. Since the property was held for 48 years, the current value will be $100K * (2 x 2 x 2 x 2) = $1.6M.

Since the assets ($1.6M) are higher than the value of the discounted cash flows ($1M), then it would make more sense to liquidate the business and sell the assets.

Since the company has no proprietary control over the technology, it is likely that competitors will also acquire it, resulting in an overall lowering of the industry cost structure. If this is the case, price will also fall as competition cuts price in an attempt to gain share. If we assume that gross margins remain the same, since the industry competitive structure has not changed we can calculate the new margin contribution as follows:

Gross Margin = $200 / $5,000 = 4%

Labor Cost = (4800 x 90%) x 50% = $2,160

Material Cost = 4800 x 10% = $480

COGS = $2,160 + $480 = $2,640

Price = $2,640 / (1 – 4%) = $2,750

Contribution Margin = $2,750 – $2,640 = $110 per toy

Profit/Loss = $110 * 4,000 – $700,000 = -$260,000

So the introduction of the new technology to the market might be expected to reduce industry profits, making this business completely unprofitable.

FAQ's on ZS Associates Case Study

How many questions are asked in zs associates case study.

There will be 7-8 MCQ questions are asked in ZS Associates Case Study.

What type of Case Study Questions are asked in ZS Associates?

It depends on your job profile. The job profile you will select while filling the form the case study questions will be also asked related to this.

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Hacking the Case Interview

ZS Associates interviews consist of case interviews, a written case interview, and behavioral or fit interview questions. There are typically three rounds of interviews that candidates must go through before being extended an offer.

• First round : 30-minute phone screen with a recruiter. The interview will be focused on behavioral or fit interview questions.
• Second round : Two 30-minute interviews. One interview will be focused on a case interview while the other is focused on behavioral or fit interview questions.
• Third round : Three 30- to 40-minute interviews and a 45-minute written case interview. For the 30- to 40-minute interviews, two will be focused on case interviews while the third will be focused on behavioral or fit interview questions.

If you have an upcoming ZS associates interview or are expecting to interview with them, we have you covered. In this article, we’ll cover:  

• The 6 steps to solving any ZS Associates case interview
• ZS Associates case interview examples
• How to ace the ZS Associates written case interview
• The 10 most common ZS behavioral or fit interview questions
• Recommended ZS Associates case interview resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

The 6 Steps to Solve Any ZS Associates Case Interview

Acing your case interviews is the single most important factor that determines whether or not you will receive a consulting job offer from ZS Associates.

A case interview is a special type of interview that nearly every single consulting firm uses. ZS Associates case interviews simulate what the consulting job will be like by placing you in a hypothetical business situation in which you are asked to solve a business problem.

ZS case interviews, also known as case study interviews, are all candidate-led. You will be in the driver’s seat of the case interview and will be expected to ask the right questions, probe for data, and propose each next step to solve the case.

According to ZS Associates previous career website, they look for the following six core skills:

• Excellent critical thinking and problem-solving
• Desire to innovate and transform organizations
• Client service orientation
• Emotional intelligence, empathy, and adaptability
• Orientation to quality and creating positive impact
• Strong communication skills and ability to persuade

There are also three core values that ZS Associates lives by, according to  ZS' career page :

• Treat people right : treating other people with respect and dignity and creating a welcoming work environment that installs a sense of belonging
• Get it right : prioritizing finding the right answer and delivering quality work
• Do the right thing : holding people to high ethical standards and approaching work with integrity

Follow these six steps to solve any ZS case interview or case study interview:

1. Understand the case

The case will begin with the interviewer giving you the case information. While the interviewer is speaking, make sure that you are taking meticulous notes on the most important pieces of information. Focus on understanding the context of the situation, the company, and the objective of the case.

2. Verify the objective

Understanding the business problem and objective of the case is the most important part of the case interview. Not addressing the right business question is the quickest way to fail a case interview.

Make sure that you ask clarifying questions to better understand the business situation and problem. Then, confirm that you understand the case objective with the interviewer. This ensures that you start the case on the right track.

3. Create a framework

Develop a framework to help you tackle the business problem. A framework is a tool that helps you structure and break down complex problems into smaller, more manageable components. With a framework, you’ll be brainstorming different ideas and organizing them into different categories.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

Afterwards, walk the interviewer through your framework. They may ask a few questions or provide some feedback to you.

4. Develop a hypothesis

After creating a framework, you should develop a hypothesis. A hypothesis is an educated guess on the answer based on the data and information that you have so far.

Your hypothesis does not need to be correct. You’ll be continuously testing and refining your hypothesis throughout the case. The purpose of having a hypothesis is to guide your analysis and ensure that you are spending your time answering the right questions.

5. Test your hypothesis

The majority of the case will be spent testing your hypothesis.

After stating your hypothesis, it is up to you to lead the direction of the case. Depending on the context of the case, you may want to ask for data to do some analysis. You may also want to explore qualitative questions that you have. As you uncover more information, your hypothesis will likely have to change. 

Sometimes, your hypothesis will be completely wrong and you’ll need to develop a completely new hypothesis to test. Other times, your hypothesis may be on the right track, but you’ll need to refine or narrow it down further.

Throughout the rest of the case, you’ll be answering a mix of quantitative and qualitative questions. Make sure that after each question, you explain how your answer impacts your hypothesis or answer to the case.

6. Deliver a recommendation

In the last step of the case interview, you’ll present your recommendation and provide the major reasons that support it. You do not need to recap everything that you have done in the case, so focus on summarizing only the facts that are most important.

It is also good practice to include potential next steps that you would take if you had more time or data. These can be areas of your framework that you did not have time to explore yet or lingering questions that you do not have great answers for.

ZS Associates Case Interview Examples

Example #1: Disposable Diapers

Proctor & Gamble (P&G) is an American consumer goods company that specializes in personal health, consumer health, and personal care and hygiene. One of its most revolutionary products is the company’s disposable Pampers Premium diaper.

Kimberly Clark has also entered the disposable diaper market and has been constantly improving and marketing its own brand, Huggies. What can P&G do in response to maintain Pampers’ market share?

Example #2: Entry Level Car Model

Our client is a multinational automotive manufacturer headquartered in Japan. They are the fourth largest automaker in Japan. Our client currently offers two car models, a mid-level car and a high-end car.

They are considering introducing an entry level car in the United States that they already sell in other countries. However, the United States market is different from that of other countries because there are numerous entry level cars available. How would you decide whether or not our client should introduce its entry level car model?

Example #3: Financial Software

Our client is a software and information technology based in San Francisco, California. Their software allows individuals and businesses to receive payments over the Internet. Our client provides the technical systems, fraud prevention, and banking infrastructure needed to operate online payment systems.

We have been hired to help them determine how they can increase the number of people using the online bill pay feature. What would you recommend?

Example #4: Luxury Watchmaker

Tissot is a Swiss watchmaker that manufacturers watches in the $300 to $3,000 price range. They sell watches through three distribution channels: department stores, specialty watch stores, and online through its own website.

Online purchases of Tissot watches have increased drastically over the past year to the point that sales from department stores and specialty watch stores has decreased dramatically. Owners of these two types of stores have begun to voice their objection to online sales. What can Tissot do to resolve this sales channel conflict?

Example #5: Party Goods

Your client is a leading American manufacturer and distributor of party goods. They sell everyday products and seasonal goods. Recently, major customers have complained to management stating that prices of your client’s products are too high.

Your client is looking to decrease prices to keep their existing customers. To be able to do this, they would need to significantly reduce its cost structure. How would you look for opportunities to cut costs?

Example #6: Patient Analytics Software

Your client is Healthcare Co., a software and information technology startup. They operate a software as a service (SaaS) business in which software is licensed to customers on a subscription basis. Healthcare Co. hosts the software on their own servers and customers access the software through a web browser.

Your client has developed an innovative software solution for hospitals that would enable hospitals to better track patient outcomes and use advanced analytics to recommend treatments. You have been hired to help them determine how to maximize revenue. How would you go about this?

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

How to Ace the ZS Associates Written Case Interview

Here’s how the ZS Associates written case interview works:

• You’ll be taken to a meeting room and given either a packet of 8 - 10 slides or a laptop that has all of the case information. You may also be given a list of 4 - 5 questions
• You’ll have 45 minutes to read through the slides, answer the given questions or develop a recommendation, and create PowerPoint slides
• At the end of the 45 minutes, you’ll present to the interviewer and have a discussion

Follow the steps below to perform well on the written case interview.

1. Understand the business problem and objective

The first step in completing a written case interview is to understand what the objective is. What is the primary business question you are trying to answer with the data and information provided?

2. Read the list of major questions

Your written case interview may provide you with a list of 4 - 5 key questions that you will be expected to address or answer. Read through these questions first since these will be the questions that you will want to prioritize.

3. Skim the materials

Next, flip through the information packet that is provided to see what information is available. Identify what data you have and what data you do not have.

The goal in this step is not to read and analyze every slide. That would take too much time. Instead, by seeing what information exists, you will be able to better prioritize what you spend your time reading and analyzing.

4. Create a framework

Before you begin reading and analyzing the information in the slides in more detail, you should create a basic framework to help guide your analysis. The list of key questions will help set the foundation of your framework.

5. Read and analyze the material 

Afterwards, read and analyze the information that is relevant to each area of your framework. As you begin answering questions and drawing insights, make sure to write a one or two sentence summary. This will make it easier to decide on a recommendation later.

6. Create your slides

Once you have a recommendation, it is time to start filling in your slides. Write your executive summary first and make sure that it tells a clear and logical story that leads to your ultimate recommendation. 

Then, write the headlines for your slides. Make sure the headlines summarize the key point of each slide. If the interviewer were to only read the headlines of your slides, they should be able to understand your entire presentation.

Afterwards, fill in the content for that slide to support the headline.

7. Prepare for potential questions

If you have any time remaining, brainstorm potential questions the interviewer may ask you during your presentation. They may want to know how you performed your analysis or how you reached your conclusions.

Preparing for these potential questions will help your presentation go much more smoothly. You will also feel much more confident while presenting.

For a full guide on written case interviews, check out our consulting written case interview step-by-step guide .

The 10 Most Common ZS Behavioral or Fit Interview Questions

In addition to case interviews, you will likely be asked a few behavioral or fit interview questions. There are ten questions that are most commonly asked. 

For more help, check out our complete guide on consulting behavioral interview questions .

1. Why are you interested in working at ZS Associates?

How to answer: Have at least three reasons why you’re interested in working at ZS Associates. You could mention that you loved the people that you have met from ZS Associates so far. You can talk about ZS Associate’s massive global presence and expertise in consulting, software, and technology. You can speak to how ZS Associates provides strategy and implementation, so you can see the impact of your work. Finally, you can talk about their fantastic company culture.

2. Why do you want to work in consulting?

How to answer: Again, have three reasons why you’re interested in consulting. You could mention the fast career growth opportunity, the opportunity to develop soft and hard skills, or the level of impact that you can make by working with large companies on their most challenging issues.

3. Walk me through your resume

How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on emphasizing your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting.

4. What is your proudest achievement?

How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work.

5. What is something that you are proud of that is not on your resume?

How to answer: This is a great opportunity to highlight an accomplishment that is not related to your professional work experience. Perhaps there is a non-profit that you volunteer at, a side project or business that you work on, or a hobby that you have won awards or recognition for. Choose something that is impressive and interesting.

6. Tell me about a time when you led a team.

How to answer: If possible, choose a time when you directly managed a person or a team. For this question and the following questions, make sure that you structure your answer. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work. This is known as the STAR method and is commonly used to answer behavioral or fit interview questions.

7. Give an example of a time when you faced conflict or a disagreement.

How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak to the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you are a great mediator and that you can handle conflict in a constructive way.

8. Tell me about a time when you had to persuade someone.

How to answer: Choose a time when you were able to change someone’s mind. Focus on emphasizing the steps that you took to persuade that person and what impact and results this had. Interviewers want to know that you are a great communicator and a good people person.

9. Describe a time when you failed.

How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. Focus on emphasizing what you learned from the experience and how you used that experience to deliver even better results in the next opportunity that you got. Interviewers want to see that you don’t get discouraged from failure and that you treat those experiences as learning opportunities.

10. What questions do you have for me?

How to answer: This is a great opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting or their career. Express genuine interest in what they have to show and ask follow-up questions. The more you can get the interviewer talking about themself, the more likely they will have a positive impression of you.

Recommended ZS Associates Case Interview Resources

Here are the resources we recommend to learn the most robust, effective case interview strategies in the least time-consuming way:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

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ZS Associates Off-Campus Interview Experience 2020 | DAA Profile

ZS Associates is a consulting and professional services firm focusing on consulting, software, and technology, headquartered in Evanston, Illinois that provides services for clients in private equity, healthcare, and technology. 

ZS has 3 offices in India namely New Delhi(Gurgaon), Pune and Banglore.

ZS often visits colleges across the country to hire freshers as well as experience professionals specially Engineers, MBA graduates etc.

I applied through their online careers portal and was fortunate enough to get the test link. (The chances of getting the test link through online portal is very less).

Online Round: The test comprised of MCQ’s based on Quantitative and Qualitative Ability, Mental Ability, Logical Reasoning, English Comprehension and the likes of questions asked in CAT. There were around 45 questions and the time allotted was around 90 mins. 

After almost 6 months, I received the response from ZS, that I have cleared the test and they wish to start with the Interview Process. It started with a Telephonic Interview.

Telephonic Interview:   Basic questions were asked in phone call. My experience, my motivation to join ZS, What do you know about ZS. Later, the interviewer asked me a Guessestimate question to which I was given 5 minutes to think and answer. Keep yourself ready with Guessestimates and puzzles, as they test your ability to solve a question quickly.

After the Telephonic Interview, I was asked to wait for the response from the Team and I was selected for the next round.

The next round was a Case Study Round. 

Case Study Round: You are given a case study of an imaginary firm/company. You need to study the case thoroughly and answer the questions that follow. This round tests your solving ability. It was not an easy case study. I was given 1 hour to study the case and was connected to an interviewer to present my answers. 

I was able to solve almost all the questions which were asked in the study. Then, the interviewer started asking me questions, related to puzzles. I am not able to recall the questions but I was asked 2 puzzles both of which were not at all easy. Then, I was asked another Guessestimate, for which I was to think of the approach and reach the solution while talking to the interviewer.

This round was quite an important round, because they asked back to back questions to check your mental state and solving ability by introducing a little stress environment. You just have to be calm and not lose your tempo. The interviewer are very gentle and keep helping you during the Interview.

I was shortlisted for next round.

Next Round: This round started with my introduction. I was asked to tell things that are not mentioned in my resume. Quite an interesting round out of all. Then, the interviewer started discussing my resume and asked me about my projects and experience. 

Post which, I was given a guessestimate to solve. ( Again). 

I tried my best to follow the right approach and bring the best solution, to which I was appreciated as well. The interviewer was extremely helpful. 

After this, I was asked question related to core mathematics and given a puzzle to solve. This was again to test the level of problem solving.

I made through this round, and was shortlisted.

HR round: Question ranging from introduction to my weakness and my motivation to be a part of the team. This round I believe is the most important round as you are checked on the basis of company’s FIT prospects. You have to be honest and intelligent while you appear for this round.

After this, all the rounds were finished and I was told to wait for the response. 

I was offered the role of DAA in the company. 

Most important – Try to remain as calm as possible. You have everything to make it through. 

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FootNotes Publishing

Ankling The Issues In Podiatry

Acute Ankle Injury Rehabilitation: A Case Study

  The expression lateral ankle sprain is used loosely and in lemans terms commonly refers to a lateral ligament injury; where during play the foot is found in a inverted and plantar flexed position placing pressures on ATFL and CFL beyond that which they can tolerate resulting in tear or rupture of the structures(Brukner, P.,2013). Lateral ankle sprains have been identified as the most common structural injury amongst athletes outside of non-specific bruising (Beynnon, B. D., Murphy, D. F., & Alosa, D. M. 2002). There have been a number of predictive factors flagged throughout the research identifying both intrinsic and extrinsic influences which have potential to cause lateral ankle sprains. One of the most positively linked intrinsic factor associated with lateral ankle sprains, is in fact previous history of a sprain. The initial injury is believed to cause a partial differentiation of the ankle, rendering it unstable biomechanically as a result of ligament compromise. Additionally, muscle reaction time, more specifically closed-loop efferent reflex response, was shown to be slower in previously injured athletes reducing the stabilizing effect of the gastrocnemius and tibialis anterior, suggesting a neuromuscular deficit (Beynnon, B. D., et al.2002) Postural sway has also been shown to influence an athlete’s risk of ankle sprain. Taking into consideration that an athlete changes their centre of gravity multiple times within seconds of play, this is a key finding when it comes to rehabilitation as it is influenced by both the central and peripheral nervous system. Other intrinsic predictive influences which have been flagged but to date have not been individually proven include; gender, height, weight, limb dominance, anatomical foot type, foot size, hypermobility and muscle strength although clinically these finding may help in developing an overall reasoning for the injury. Extrinsic risk factors influencing ankle sprains have primarily been observed through prospective studies inclusive of bracing, taping, shoe type and the duration and intensity of competition. There have been a number of studies looking at the use of ankle braces and rigid taping in the prevention of ankle sprains, many of which have shown nil association in the prevention of an initial ligamentous injury; however consensus amongst researchers appears to be that the use of n ankle brace or taping has a positive influence in reducing a re-occurrence of injury. Given these findings contradict each other from a biomechanical standing, it is reasonable to deduct that the presence of a compressive force such as that previously mentioned provides proprioceptive feedback to the athlete. Shoe Type has been found to have nil association with the incidence of ankle sprain injury. In two well-controlled studies comparing high top basketball shoes to light weight infantry boots and high top basketball shoes vs low top basketball shoes during military training exercises it was shown there was no difference in the incidence of ankle sprains. Additionally, when addressing duration of time played on field, field position and intensity of competition, no difference was found over one thousands hours of basketball game play. However, it should be noted that injury was more likely to take place during officiated game play rather than practice.

Initial Appointment A 23 year old female attends our clinic for an initial appointment regarding an acute ankle injury of the left foot which occurred while working at a high profile trampoline gymnasium. The patient is unable to positively assure the podiatrist in which way her foot moved, however believed it was a sudden dorsiflexion and lateral rotation at the ankle joint. The patient attended hospital via ambulance and received X-Ray imaging of her foot while there, she was informed that no fracture was present, however, was unable to bring films or report to appointment for confirmation. She attends the appointment with crutches which are considered to be too high for effective functioning. The patient described the pain as 8/10 on the VAS Pain Scale and is currently taking 1500mg of paracetamol every 4hours for the pain. In the last 24hrs the patient has used ice 20minutes on, 20minutes off while awake – as well as compression bandaging and has get her leg elevated where possible.

The patient discloses that she has no known allergies or medical conditions and is currently taking 3x500mg paracetamol tablets every 4 hours.

Footwear worn by the patient most of the time are 0degree heel pitch/drop flat soled skate branded shoes. She participates in no structured exercises; however, full-time employment requires a considerable about of trampolining (6-7hours five days a week).

Patient orientated goals were as follows: 1. Return to work as soon as possible 2. Participate as a bridesmaid in wedding interstate in one months’ time 3. Become pain free and functional

Subjective and Objective observation found the following key findings: Unable to stand/walk unassisted. Swelling at both medial and lateral malleoli as well as across the dorsal aspect of the foot. Bruising present at Medial Malleoli and insertion of Peroneus Brevis Pain on Palpation of medial malleoli, dorsal aspect of retinaculum and muscle belly of peroneus brevis. Pain on passive movement of abduction and dorsiflexion Pain on resisted movement of abduction and dorsiflexion

Treatment on initial appointment was foregone. Education on inflammation and swelling, as well as the use of pain relief – patient can use both paracetamol and ibuprofen as directed via packet instructions as these work on different receptors and limits chances of overdose – using above prescribed amounts can be dangerous. Continue to Rest, Ice, Compression bandage and Elevate until review appointment in 2 days for discussion of x-ray and ultrasound results for which the patient has been referred.

Imaging Plain radiograph (non-weight bearing) of the left foot revealed neither recent fracture nor recent bony injury. No destructive or erosive bony changes and no abnormal peri-articular soft tissue calcification noted. Non contributing mild degenerative change, subchondral schlerosis and minor osteophytic lipping of the articular surface was present at the 1 st MTPJ. Ultrasound of the left foot and ankle with particular targeting of areas of concern displayed a small quantity of hypoechoic fluid within the tendon sheath of the peroneus brevis tendon, consistent with traumatic tenosynovitis. A small joint effusion was noted, although it was not indicated where exactly. Otherwise all other tendons and ligament appear to be intact with no tear identified. Therefore it was concluded via the imaging that the patient had suffered traumatic injury resulting in traumatic tenosynovitis and a small left ankle effusion

Furthermore, it was indicated that if clinical suspicion of soft tissue or subtle osteochondral injury remained high then MRI would be of benefit.

Appointments Below is a summary of the sequential appointments following the initial (discussed above) and secondary consult (at which no treatment was performed).

Custom Orthotic Process The custom orthotic design and prescription process was complete with the patient in a weight bearing position using the Vertical Foot Alignment System. The device allows for the practitioner to have complete control in the design and prescription of the cast, with adjustments being able to be made with the patient providing instantaneous feedback, while biomechanical factors are being corrected. The benefit of this device is the ability to not place the foot in a position which its weight bearing range of motion cannot meet and the allowance for tissue expansion on weight bearing. Additionally, if the cast does not meet the practitioner’s expectations on removal from the patient’s feet then, modifications can be made via cast manipulation or the prescription questionnaire.

Furthermore, the casting process was not begun until the podiatrist was pleased with the patient’s range of motion of the foot and ankle in comparison to the uninjured limb. This allowed for a more accurate prescription to help stabilize the foot in future play.

Initial Rehabilitation Program

* Each area was advanced on appointment as the patient showed improvement and ability to progress. Given the acute nature of this particular injury the progression was slow and steady as not to fatigue the area of concern and increase the chances of re-injury

Return To Sport Assessment The patients Return To Sport Assessment was individually tailored to the activities in which they wished to complete post discharge; in this case a return to full task work at the trampoline gymnasium and return to social netball. As such the following Assessment specific to her goals was designed and scores recorded.

The Return to Sport Assessment was considered to be completed successfully and the patient able to return to sport and full time work, however, post discharge instructions were put in place and education delivered regarding re-injury or set back may require further treatment. Post discharge instructions were primarily involved with the softening of landing mechanics and the benefits of seeing an exercise physiologist or strength and conditioning coach regarding this matter.

6 Monthly Review Post Discharge The six month review appointment was scheduled a long time in advance for our patient. Despite exhausting all available modalities to contact the patient after their missed appointment, we were eventually able to talk to them via phone call. The following responses were obtained in response to how the patient was progressing: * There has been a full return to work activities including trampoline jumping and training.

* The patient is contemplating moving interstate once more, therefore no commitments regarding sport have been made as a result.

* The patient has not changed her shoe choices and orthotics are only worn in those which she chooses to place them in.

* There have been no injuries in the last 6months Discussion There is significant importance to the use of long term reviews and it is disappointing that we were only able to make contact with the patient via phone call. The absence of the patient in attending their long term review has been recognized as not a sole blame upon the patient. It has highlighted the need for clinicians to stay in contact with patients who have been temporarily discharged over shorter time frames to ensure loss of contact does not occur. As such we will develop a protocol to best attend to this issue over the coming weeks. Although patient education was believed to be appropriate regarding return to sport, the six month long term review would have ensured the podiatrist that information given to the patient was being followed and that a direct return to game play had not occurred. Additionally, this would have given the practitioner the opportunity to re-assess and refer if necessary for the development of landing mechanics with our patient.

Conclusion The patient initially attended our clinic following an acute ankle injury of the left foot while performing work duties. At the time of initial consult she was on a high dose of paracetamol (1500mg every 4 hours) and pain level was perceived to be an 8/10 on the VAS Scale. The patient’s treatment followed a structured exercise program with low level advances when the podiatrist was sufficiently happy with the completion of each individual activity after the first 72 hours. Over ten weeks of combined physical therapy and a structured exercise program to develop neuromuscular connection, strength of the extrinsic/intrinsic leg muscles and proprioceptive ability our patient was completely pain free and able to return to sport/normal activity with precaution.

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• J Foot Ankle Res

An explorative qualitative study to determine the footwear needs of workers in standing environments

Jennifer anderson.

Centre for Health Sciences Research, University of Salford, Salford, M5 4WT UK

Anita E. Williams

Christopher nester, associated data.

Please contact author for data requests.

Many work places require standing for prolonged periods of time and are potentially damaging to health, with links to musculoskeletal disorders and acute trauma from workplace accidents. Footwear provides the only interaction between the body and the ground and therefore a potential means to impact musculoskeletal disorders. However, there is very limited research into the necessary design and development of footwear based on both the physical environmental constraints and the personal preference of the workers. Therefore, the purpose of this study was to explore workers needs for footwear in the ‘standing’ workplace in relation to MSD, symptoms, comfort and design.

Semi-structured interviews were conducted with participants from demanding work environments that require standing for high proportions of the working day. Thematic analysis was used to analyse the results and gain an exploratory understanding into the footwear needs of these workers.

Interviews revealed the environmental demands and a very high percentage of musculoskeletal disorders, including day to day discomfort and chronic problems. It was identified that when designing work footwear for standing environments, the functionality of the shoe for the environment must be addressed, the sensations and symptoms of the workers taken into account to encourage adherence and the decision influencers should be met to encourage initial footwear choice. Meeting all these criteria could encourage the use of footwear with the correct safety features and comfort. Development of the correct footwear and increased education regarding foot health and footwear choice could help to reduce or improve the effect of the high number of musculoskeletal disorders repeatedly recorded in jobs that require prolonged periods of standing.

This study provides a unique insight into the footwear needs of some workers in environments that require prolonged standing. This user based enquiry has provided information which is important to workplace footwear design.

The nature of work related tasks and the design of many work places, makes standing the primary occupational posture. At least 50% of the employed population are exposed to the risks associated with prolonged standing [ 1 , 2 ]. Prolonged standing, defined as standing for 50% or more of the working day [ 3 ], is associated with multiple health issues including chronic venous insufficiency, preterm birth, carotid atherosclerosis and work related musculoskeletal disorders [ 4 ]. The standing work places discussed in this paper include those that are predominantly standing with minimal ambulation.

Back and lower limb musculoskeletal disorders (MSD) are particularly prevalent with risk of low back and lower extremity/ foot pain being increased 1.9 and 1.7 fold respectively in those who stand for at least half their time at work [ 5 ]. Nealy et al. [ 6 ] reported that approximately 50% of nurses suffer MSD of the foot, substantially more than the 17.4% in the general population [ 7 ]. Similarly in perioperative staff, 43% reported pain in their leg or feet, compared to 12% in the general population [ 8 ]. The majority of staff (91%) attributed the pain to their work. For the employer, MSD can be costly in terms of absence and decreased efficiency [ 4 ].

As footwear provides the only interface between the body and ground when standing, alterations in footwear have the ability to influence the forces acting through the body, posture and movement [ 9 ], as well as to provide necessary protection against foot trauma and slips. Indeed, differences in footwear designs have been shown to affect fatigue and discomfort [ 10 , 11 ], muscle activation and pressure under the foot [ 12 , 13 ] all of which are factors relating to MSD. Therefore, wearing the correct footwear at work has the potential to reduce the risk of MSD and acute trauma.

A recent review paper highlighted that despite the detrimental impact of prolonged standing on the body, there is a scarcity of information relating to potential solutions, particularly in terms of flooring and footwear [ 8 ]. To ensure that workers wear the most suitable footwear, it is necessary to design and develop products based on both the physical environmental constraints and the personal preference of the workers. The limited research into the requirements of footwear from a workers perspective, particularly in relation to musculoskeletal symptoms, comfort, and design provides a starting point for understanding footwear in the workplace. By better understanding the footwear needs of workers, manufacturers may be able to produce footwear that will meet the requirements of the people who wear them and the environments they are worn in. For employers, this understanding can ensure the most appropriate footwear is identified, thus meeting their duty of care and reducing the likelihood of civil action from employees. Consequently, this study aims for the first time to explore workers needs for footwear in the ‘standing’ workplace in relation to MSD, symptoms, comfort and design.

Following ethical approval (University of Salford), participants were recruited through purposive sampling in relation to two occupations where standing is predominant and environments ‘challenging’ (when compared to office workers for example). The recruitment criteria was workers who work in demanding environments that require standing for the majority of the day. Multiple kitchens and veterinary hospitals were approached and within those that agreed to participate (3 kitchens, 1 veterinary hospital) staff volunteered if they wanted to take part after reading the participant information sheet. A total of 14 participants were included (kitchen staff: 8 (male: 6, female: 2), veterinary hospital theatre staff: 6 (male: 2, female: 4)). The number of participants is similar to that seen in other studies focusing on in-depth perceptions of footwear on specific conditions [ 14 – 16 ]. Participants provided informed consent and data collection (semi-structured, individual interviews) took place at their place of work by the researcher (JA). The interview was recorded digitally with supplementary field notes.

The participant’s job role, weekly working hours, time in job and type of shoes worn were recorded. The questions were non-specific to allow participants to talk about what was most relevant to them, but included their experiences and ideas of good/bad footwear features. Prompts were given during the interview where necessary. A list of questions and prompts can be seen (Table  1 ).

List of questions and prompts used

The words that are regularly used to describe work footwear from a manufacturer’s point of view such as ‘comfortable’, ‘supportive’ and ‘cushioned’ were explored with each participant in relation to meaning and importance.

All interviews were transcribed verbatim by the researcher (JA). Thematic analysis was conducted in line with that described by Attride-Stirling [ 17 ]. The results were reviewed by a second researcher (AW) in order to confirm and agree meaning and interpretation.

Participant’s information was recorded at the beginning of the interview (Table  2 ). Basic and organising themes were grouped into a global theme of ‘footwear needs’ shown in Fig.  1 . Table  3 displays the number of individuals that discussed each issue.

Participant job and footwear information

Thematic network comprising the global theme, organising themes and basic themes

Break down of themes with number of participant who mentioned them with or without prompting

Chefs worked an average of 50 ± 8 h a week and time in work ranged from 1 to 17 years (average = 7 years). Veterinary hospital staff worked on average 40 ± 6 h per week and time in work ranged from 3 to 37 years (average = 17 years). Both environments consisted of hard flooring throughout. The chefs prepared, cooked and presented food predominantly around kitchen counters/ cookers. Veterinary workers were based standing around operating tables during surgery but also undertook inpatient care and cleaning. In both environments, tasks varied based on individual roles. All individuals purchased their own footwear.

Theme: wearer’s sensations and symptoms

The sensations and symptoms of the wearer whilst wearing the shoe can be broken down into five sub themes: aches and pains, comfort, cushioning, fit and support.

Aches/ pains

Four participants mentioned aches or pains at work without prompting, despite 13 of the 14 interviewees admitting to suffering some pain whilst at work once prompted. The attitude was that discomfort and/or aches were to be expected due to the job demands, and over time you grew accustomed to it. ‘After you’ve done it for quite a while you just sort of get on with it’, ‘I think I’m just used to it by now’ and ‘if you’re up doing stuff for that long …things will hurt’. Working long hours, standing and walking were all attributed to aches and pains ‘I’m standing for hours and hours, like 12 h days’, ‘after like a really long night…you really feel it, ‘walking around most of the time, and running up and down the stairs a lot’, ‘it’s just from standing I think’.

Both occupations described feeling discomfort or pain in the evening after work ‘After work as well. Especially if it’s a long day operating, then I’ll go home and be like bleurghhh’ and ‘at the end of a really long shift … everything will ache’ but also in the morning after a shift ‘when I wake up on a Sunday morning after a Saturday night I feel like I’ve been wearing heels all night’, ‘for about a year and a half getting out of bed in the morning, it would hurt’ and ‘if I’ve done a really, really long shift, the next day I feel it’. Some participants described not noticing the pain during the day, due to being particularly busy ‘I don’t notice it I’m just so busy’. Further, some describe working through the pain ‘you just get over it and carry on’, ‘After you’ve done it for quite a while you just sort of get on with it.’

Back pain was regularly mentioned with one chef stating ‘everyone else who works here has a lot of back pain problems’. In vets this was generally attributed to long hours standing, particularly ‘if I do a lot of surgery’. The ache from standing stationary and the ache after work were described as: ‘you just get that chronic ache that kind of builds up and then afterwards you just get that kind of dull ache’. The shin, calves, knees and feet were also areas described as aching ‘just like my calves and my feet ache’, ‘tends to be my feet and sometimes yeah in my legs actually’, ‘Knees, feet’, ‘knees sometimes’. One veterinary worker mentioned ‘I’ve got plantar fasciitis’ whilst two chefs complained of shin splints ‘I’ve had shin splints for probably... 5 years’. Being focused on the job was a key reason for not noticing aches or pains until after work ‘I don’t notice it I’m just so busy’. There was also a belief by some that aches and pains weren’t affected by the footwear ‘I think I could be wearing any shoes and it would still hurt’.

The word ‘comfortable’ was used to describe the ideal shoe ‘it would have to be comfortable’. There was a need for both immediate comfort ‘Straight away they felt really comfy’ and long term comfort ‘Comfort over long hours is the main thing’. Further to this, participants were asked what the word comfortable meant to them. A lack of pain or discomfort was described ‘they don’t hurt you in any way ‘, ‘I guess like … not discomfort’ as well as not having to think about the shoe ‘it means that I don’t really notice them’. Comfortable shoes were also described as being able to ‘wear them anytime anywhere and you just don’t really mind because they’re comfy’.

Comfort definitions were strongly entwined to that of cushioning, with quotes including ‘cushions your foot’ and ‘comfortable makes you think of like a pillow’. Similarly, when asked to explain what the word cushioning meant, many participants mentioned the word comfort ‘Cushion is… even same as comfort’, ‘Just what gives it comfort’ and similarly a lack of pain ‘it won’t hurt when you put it on’. Again, comparisons to slippers and pillows were given ‘walking on pillows’. Suggestions that cushioning related to being ‘bouncy and springy’ were given ‘when you walk, you feel like you have a bounce’. One participant stated a cushioned shoe ‘conforms to your foot a bit more’.

Hard shoes were described negatively ‘It’s pretty hard it’s not comfortable’, ‘not very forgiving on your foot’ and ‘flat and hard and you can feel like the sole’. On the other hand, cushioned shoes were thought to ‘conform to your foot a bit more’ and also decrease the impact walking …‘the impact isn’t like as hard’. In chefs some described a negative relationship between cushioning and durability ‘the problem with like really cushioned shoes is it wears away pretty quickly’. One participant suggested ‘some bits of the sole need to be more cushioned than others perhaps… more cushioning in the heel’. Suggestions were made for a ‘middle ground’ between a hard and soft shoe.

Numerous definitions were given to the word support in relation to footwear ‘like the ankle support’, ‘fitted and it would be enclosed’ and ‘supports the arch of the foot’. Support also had connotations to comfort ‘support is just like comfort’, ‘have to be comfortable so I suppose it has got be quite supportive of your foot’. The idea of spreading the foot pressure was also broached ‘if your arch is well supported, it kind of spreads the pressure better’. Finally, some suggested it would have a beneficial impact on the rest of the body ‘meant to stop you having back pains and leg pains’ and it ‘effects your whole posture’.

In terms of underfoot support, shoes with a flat footbed were negatively reviewed ‘If you’ve got a flat shoe it kind of puts a lot of pressure on the wrong bits of your foot’, ‘my trainers before were so painful because they were just like flat’. A preference was given to having arch support ‘I think they should have like all the support inside – like arch support and toe bits’, ‘it needs to support the flat part of my foot, like there needs to be a little arch in there’.

The main factor mentioned in relation to fit was that the footwear must remain on the foot. ‘It needs to fit. …needs to stay on my foot’ and ‘it needs to like fit well and my foot stays in the shoe’. Shoes that were loose on the foot were matched with a feeling of being unsafe ‘I didn’t feel safe in them because I thought they might just like fall off’. One method of keeping loose shoes on the foot was to ‘curl your toes a bit as well to keep them on’.

Two participants mentioned having wide feet as a problem ‘I’ve got wide feet so… they have to fit my feet’. One participant had problems purchasing the right size due to companies only selling whole sizes ‘because the sizes are not halves… I’ve got to get a 10 or 11 so have to wear an insole’.

Theme: shoe functionality and environmental suitability

Shoe functionality and environmental suitability relates to any functions of the shoe and how they relate to the environment and job demands. It is comprised of 8 sub themes: grip, durability, safety, weight, breathability, ease of donning and doffing and individualisation.

Grip was a key factor, with 11 out of the 14 participants commenting unprompted on this theme. The high importance of it was emphasised in quotes, e.g. ‘that [slip resistance] is like probably at number one’, ‘the best ones have the best grip… the kitchen’s really slippery so you need grip’. Participants either described the underside grip on their shoe as being adequate ‘good treads – I’ve never skidded over in them’ or as being below their requirement ‘they don’t have much grip on the sole’. Some did not trust shoes marketed as slip resistant ‘… because a lot of shoes say they are [slip resistant] and they totally aren’t’. A veterinary worker suggested an issue with the front of the foot catching on the floor ‘I tend to catch the front of my toe and then I might go flying forward’.

Both vet and chef participants preferred to have grip on the inside of the shoe. ‘You need to have good grip inside them’, ‘if you get more grip inside it’s even better, even faster’. Whilst another stated ‘they’re easy to get wet and slippery on the inside’ as a negative about their current shoe.

Durability aligned with comments on grip, with suggestions that the grip wore out before any other footwear feature. This was supported by quotes such as ‘the grip doesn’t last very long’ and ‘the sole wears out really quickly’ and it was identified as a safety issue ‘The soles wear down really quickly and they just become like flat… which is really bad because you can just slip’. Grip durability was considered a point for future improvement ‘If there was any way that you could change how long the grip lasts’. Asides from grip, robustness of footwear as a whole was important. ‘They’re just good and durable’ was a positive whereas ‘they fell apart quite quickly’ and ‘they probably lasted less time than these would’ were negatives.

Toe protection was mentioned by chefs as a safety factor. Five (of 8) chefs thought safety toe caps should be used ‘I think that’s safer because I’m a bit clumsy – prone to dropping stuff’, ‘the safety bothers me, because anything can happen’ and ‘ideally it would have a toe cap’. However, the remaining three chefs did not feel a toe cap was necessary ‘I have never ever heard of someone to drop anything on their foot that’s going to like crush their foot’. This safety feature was of no concern to vets although one did state that ‘you’ve got to have toes covered so they don’t get trodden on’. Chefs identified further safety problems in their environments including knifes, pans and hot oil - ‘I’ve seen someone drop oil and it kinda melted the shoe into their foot’.

Weight was deemed an issue by chefs. ‘I don’t think they can be too heavy because it makes your day harder if you’ve got really heavy shoes on’ and ‘heavy shoes aren’t easy to walk around in’. In particular, some suggested heavy shoes became an issue as a result of constant moving ‘I don’t like anything heavy on my feet because I have to be up and down, up and standing… so heaviness will be a problem’ and ‘lighter is better... because here we do a lot of moving up and down, up and down’ One participant was particularly against heavy shoes ‘Heavy shoes is not an option for walking in the kitchen. No, I say no.’ A toe cap was considered heavy and excessive in weight, with one advocating it was not worth it ‘for the extra weight’.

Breathability

Heat and footwear breathability was considered to be a problem for both vets and chefs. Chef’s in particular described the environment as an issue to which increased breathability was a solution. ‘yeah breathable, it’s so hot in the kitchen anyway… it was like 35 degrees the other night…we were all dying it was so hot’, ‘It’s in the kitchen and the kitchen’s hot’ and ‘you need air in the kitchen because it’s warm’. Hot environments caused sweaty and odorous feet ‘my feet sweated a lot in those shoes and I used to get very itchy feet from that’, ‘make your feet smell… really bad’ and ‘I don’t like hot and sweaty feet’. Some participants removed their feet from their footwear to cool them ‘I can just take out my foot sometimes’ and ‘I quite often take my feet out’. A need for improved ventilation was recognised ‘maybe ones with some like breathing holes’ and ‘more ventilation would be quite nice’. An open back was also a positive as it would ‘be more airy’ and ‘quite good for keeping it cool’. However, both holes and an open backed shoe became a problem if the environment became wet: ‘if I had holes … I’d have soaking wet feet in 5 min’.

Ease of donning and doffing

An open backed shoe also linked to the theme of donning and doffing the shoes efficiently, which was mentioned by nine participants. It was a positive feature of current footwear ‘very easy to put on and take off’, ‘they’re convenient to put on as they just slip on’ and a requirement in the ideal footwear ‘something that’s easy to put on and take off’, ‘being able to slip them on… there’s no hassle’. Vets identified that shoes should be ‘easy to slip on and off so you can get into theatre’ but it was equally important for chefs ‘they’re convenient to put on as they just slip on’. Laces were seen as ‘a bit of a pain’ and it was easier not to ‘undo laces or flap around’. Fastenings of any kind were deemed negative by most ‘I’d definitely have like clog kind of things because I don’t really like lace ups or Velcro’. An open back was seen to increase the ‘the ease of getting them on and off quickly’.

Individualising

Individualisation of shoes in relation to fit and comfort was mentioned by 3 participants. ‘I think they have got to be tailored to you’. Different reasons for this were given. ‘Everyone has a different body, different feet…if you had like a foot analyst … and they worked out how we should have the shoes, like if people had low arches’. One proposed that this would reduce or eliminate the adjustment period to a pair of shoes ‘almost prescription... so you don’t have to let it mould to your foot’. Another stated that it would ‘make it more comfortable… if your shoe fits better, then it will lessen the chance of injury’.

Theme: factors that influence footwear choice

These are the aspects that would influence the initial choosing of the footwear and can be broken down into four basic themes: cleaning, style, price and change/choice of footwear.

Cleaning was one of the most important factors relating to work footwear for both vets and chefs. Chef’s concern was ‘if you drop food on them’ whereas vets were worried about ‘blood, contamination’. The need for work footwear to be ‘easily cleanable’ and able to go in the washing machine were important factors. It was also important to be able to clean the inside of the shoe ‘the cleaning of the inside of the shoe…there’s odours you know’. Velcro or laces were a problem for chef’s ‘because if you drop food on them, it’s all in the laces and that’s just grim’ and also to food getting stuck in the grip on the bottom of the shoe ‘a real crucial one to me is the underside of the shoe…different shoes pick up different amounts of dirt’.

The majority of individuals acknowledged that their work shoes and uniform were not attractive, ‘We always look fairly ridiculous’, ‘they make your feet look huge’ and ‘I wouldn’t wear them out [of work]’.However, all but one participant stated that the style was not of great importance with one chef stating ‘It doesn’t matter how it looks’ and a veterinary nurse similarly saying ‘look doesn’t really bother me’. Style was secondary to the function of the shoe: ‘I’m not too worried about the style, just about the comfort for me’ and ‘I’m more of a function over appearance’. Chefs and veterinary nurses outside of operating theatres expressed a preference towards black shoes ‘everyone wears black’ and ‘practice protocol is black shoes’ whereas inside the operating theatre the protocol was to wear white. ‘We tend to have white in theatre and other colours for out, just so you know the difference. So you know what’s clean and what’s not.’ One chef showed preference for a specific shoe brand ‘all the chefs in London had them’ and ‘they’re pretty trendy at the moment so I like them as a brand’ but also acknowledged ‘no one really cares that much’.

Price was an essential factor in work footwear, with 10 participants mentioning it unprompted. When asked about their current footwear, one stated ‘I didn’t like the price’. There was a reluctance to spend money on new work shoes ‘cost… that’s why I haven’t gone out and bought any more’ and ‘you go through so many shoes, you don’t want to be spending so much money on a pair of shoes’. However, there was a trade off with price and durability with a willingness to spend more money on a pair of shoes if they were going to last and be of a higher quality. ‘It’s cost effective at the end of the day. If it’s going to last you know, twice as long as these, I’m happy with that’, ‘I’d probably spend a little bit more if I knew that they were going to last’ and ‘I would pay a bit more for a decent quality shoe’. Cheap shoes were described as inadequate ‘not made to your feet’ and ‘they skidded everywhere’.

Change/ choice of footwear

Some described having found a good shoe and wanting to stick with it ‘I just kept with them just because they fit my feet’ and ‘I’ve worn that sort of shoe for years and years’. Conversely one participant was unable to find the right shoe and described changing his shoes regularly ‘I got different shoe, different insoles so I got a lot of different shoes’ which was reinforced by another participant ‘It takes a good few years to work out what shoes actually work for you’. When choosing a shoe, there appeared to be a desire to fit in with everyone else and shoes were often purchased based on recommendations. ‘I just wore them because everybody else wore them’.

This is the first study to provide a unique insight into the footwear needs of workers in prolonged standing environments from a qualitative perspective. The footwear needs of vets and chefs can be broken into three key themes: sensations and symptoms of the worker; the function and suitability of the shoe for the environment and factors that influence footwear choice. Creating footwear that workers will adhere to wearing with the correct safety features and ergonomic design is a possible mechanism for injury prevention as it could improve safety [ 18 ] and reduce MSD [ 12 , 19 , 20 ]. Therefore this research has important implications for footwear design and manufacturing.

There was a high proportion of work related MSD reported (93%) that workers associated with the long hours on their feet. In agreement to previous studies that also found high rates of MSD in jobs requiring prolonged standing, the main areas affected were the back and lower extremities [ 5 , 21 , 22 ]. MSD were described as being obscured by occupational demands and participants identified a need to work through these aches and pains. This could cause conditions to develop and worsen as the summation of wear and tear from prolonged standing over time can result in chronic issues such as joint degeneration and chronic venous disease [ 4 , 8 , 23 ]. Furthermore, the reluctance to mention MSD in the workplace and the perception that they were an expected part of the job could reduce the chance of professional help being sought. Workers were affected both during and after work as well as the day following a long shift, signifying that quality of life outside of work could also be impacted.

Despite some beliefs that MSD are independent of the footwear worn, research indicates there is some potential to reduce aches, pains and feelings of fatigue through alterations in footwear or orthotic design [ 12 , 19 , 20 , 24 ]. However, nothing specific to work place enviroments has been produced thus far. A few indications were made to the importance of footbed shape by relating flat footwear to an increase in pain and demonstrating a preference towards arch support. The literature supports this as a medial arch support increases the contact area and redistributes the plantar pressure of the foot [ 12 ]. However, due to the mix of beliefs regarding the link between MSD and footwear, educating workers on how different shoe features may impact on specific complaints could be required to avoid poor footwear choices, and this could include when to seek help from a health professional.

The work environments necessitate distinct footwear requirements. The specific flooring in both environments and high level of fluids result in a need for slip resistance. This was identified by almost all of the participants in this study as being of primary importance and has been demonstrated in previous studies to reduce slip rates by more than 50% [ 18 ]. Despite some misgivings about suitability of the slip properties of their current shoes, many participants still wore the footwear they deemed unsuitable. Due to the strong link between subjective and objective measures of friction [ 25 ], it is expected that use of a shoe that is perceived to have inadequate slip resistance would be detrimental to safety. Problems with the durability of the footwear grip was identified, and therefore it can be recommended that manufacturers should work to improve this or educate as to when footwear should be replaced. This is important for both safety and to align with criteria concerning generalised ‘durability’ and value of the footwear. Footwear that incorporated a method to identify when slip resistance reached an unsafe level could promote safety.

Heat is also an environmental concern for both vets and chefs. High temperatures were associated with hot, sweaty and odorous feet. High temperatures cause feet to sweat, creating a humid microclimate in the shoe, which results in discomfort [ 26 ] and exacerbates frictional forces that cause blisters [ 27 ]. Furthermore, sweat causes the surface of the skin to become more alkaline, promoting the development of pathogenic bacteria and fungi. As a solution to the discomfort, workers in both environments reported removing their feet from the footwear in order to cool them down, consequently exposing the foot to hazards. Therefore, it is clear that manufacturers must develop methods to maintain cooler in-shoe climates to improve comfort and reduce the risk of foot conditions developing.

The design of the shoe also influences the temperature, with an open back identified as much preferred due to the circulation of air it allows alongside the ease of donning/doffing the shoes. However, an open back and ventilation holes were unfavourable when the environment became wet. It is not always possible to create a perfect shoe for all environments and therefore features must be prioritised, or customised [ 28 ]. For these environments, allowing air into the shoe was the primary issue and therefore we would recommend prioritising the open backed shoe. However, feelings of being unsafe were promoted from shoes that did not remain on the foot. If the shoe did not hold the foot, workers had to resort to physical methods to hold the shoe on. Curling the toes whilst walking, a mechanism that is also adopted when wearing flip flops [ 29 , 30 ], was used to hold the shoe in place. This could alter the way in which workers move as well as how the muscles are activating consequently impacting injury risk. A strap on an open backed shoe could improve the stability of the shoe on the foot whilst maintaining breathability.

Fit was an important footwear characteristic that was mentioned in its own right as well as in relation to comfort, donning and doffing of shoes and footwear individualisation. A good fitting shoe was given as a reason for not changing footwear, demonstrating its overall importance to footwear comfort and choice. Previously, it has been shown that fit is an important influencer of comfort, with other factors only influencing comfort when the fit was correct [ 31 ]. In particular, it was suggested that people with wide or narrow feet had issues purchasing good fitting footwear and there was a need for half sizes to improve the fit. Manufacturers can also play a role in guiding individuals to the correct size footwear, be it through online technology or in retail shops.

Initial and lasting comfort are both essential in work footwear. There is a similar high priority of footwear comfort for mail delivery, construction and care home workers with some workers choosing comfortable footwear over that with the correct safety features [ 28 ]. Comfort is related to the footwear, the task or activity and the characteristics of the individual worker such as skeletal alignment [ 32 – 35 ]. This highlights a potential requirement of different footwear for different occupations and reinforces that one shoe will not fit all. Comfort had positive associations with support, cushioning and the idea of footwear individualisation. Individualisation of the footwear or footbed shape was proposed to improve comfort and reduce injury. The literature reinforces that footwear customisation can enhance fit, comfort and prevent injury [ 36 ]. Whilst mass customisation would be extremely costly, there could be the option of using a best-matched fit method in which several options are made available and the individual worker chooses the most suitable. This could either be done for the whole shoe or just the footbed or insole and could be a cost-effective way to enhance comfort, meet customer desires [ 37 ] and perhaps reduce MSD.

There are a number of factors that can also influence footwear choice. It must be easy to clean and therefore have no fastening on the top that dirt can stick to. There is also a reluctance to spend money on work shoes and indeed it has previously been highlighted that leisure footwear is given higher financial priority than work footwear [ 28 ]. This study identified a price-quality trade off in which more money would be spent on a product if it was durable and of high quality. The perception of the factors involved in this trade off could be fundamental in terms of communicating the features of footwear, its benefits, and how this value proposition is proportional to price. Style is a secondary concern to the shoe function and comfort. This differentiates the needs of work footwear from that of leisure wear, where it has been suggested that style is preferential to comfort [ 38 ] and provides manufacturers an element of leeway in the shoe design. Chefs were more concerned with shoe appearance than vets, with mention of desirable brands. In these environments, general protocol dictates white or black shoes. It is also worth noting that the visual appearance of the shoe conveys perceptions about the shoe, including that relating to its function, performance and ergonomic quality, which could affect the purchase of the product [ 39 , 40 ]. In this manner, footwear can be designed to match the consumers perceived needs and thus increase the chance of a worker choosing the shoe.

User preferences for work footwear and concerns regarding work related MSD have been largely ignored and this is the first study that we are aware of that focuses on user preferences for footwear in prolonged standing environments. Therefore this research is novel and provides a starting point from which the wider issues can be investigated. The use of open questions allowed identification of topic areas that were important to the participants. Using a small study sample of 14 participants decreases the generalisability of the results although this was not the aim of the study and the study aim of gaining an in-depth understanding from a few was met. Further, respondent bias could result from the self-volunteering nature of participant selection. The outcome that some preferences are work environment specific means that other environments might require separate investigation. The mixed group of participants from different environments in this study could also be a limitation, although they both met the purposive sampling criteria of standing for prolonged periods. In the future, a larger study could be used to investigate any differences between the two groups and to quantify any relationship between footwear and MSD..

When designing the ideal work footwear for standing environments, the functionality of the shoe for the environment must be addressed, the sensations and symptoms of the workers taken into account to encourage adherence and the decision influencers should be met to encourage initial footwear choice. If any of these criteria are not met, workers are forced to choose based on favoured criteria, which can result in a decrease in safety features, comfort or both and could potentially lead to MSD or injury. Health professionals should take this into account when prescribing footwear or orthotics and footwear manufacturers must aim to meet all criteria. Future research is necessary to understand the link between footwear choice, work demands and MSD. The correct footwear and education regarding foot health and footwear choice could improve working conditions for workers and perhaps impact the high number of MSD repeatedly recorded in jobs that require prolonged periods of standing.

Acknowledgements

Not applicable.

This work was supported by the Knowledge Transfer Partnership programme (KTP0009994) which was co-funded by Toffeln Limited, UK and Innovate UK.

Availability of data and materials

Abbreviation, authors contributions.

JA collected data, performed the initial data analysis and drafted the manuscript. AW provided a secondary agreement of results. All authors read, commented on and approved the final manuscript.

Ethics approval and consent to participate

Ethical approval was gained (University of Salford, HSCR 16–09) and consent for participation was given by all participants prior to study commencement.

Consent for publication

All authors have approved this paper for submission. This work is original and has not been published elsewhere, nor is it currently under consideration for publication elsewhere.

Competing interests

The authors declare that they have no competing interests.

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

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