9 questions reported in Cisco interviews, organised by the group that asks them. Every question carries a model answer and graded feedback on your own attempt.
Questions
Easy · Medium
Hard
Model builds
Built in the spreadsheet grid
Strategic fit, synergy underwriting, dis-synergies and post-close ownership. 6 questions
Tests whether a corporate development analyst can reconcile headline consideration to the cash actually paid at closing.
A signed deal uses a $30m net-working-capital peg. At closing, accounts receivable are $18m, inventory is $11m, and accounts payable plus accrued operating expenses are $7m. Cash and debt are…
Tests basic acquisition economics and whether the candidate can distinguish an achievable benefit from an attractive headline.
What are cost and revenue synergies? Which should a buyer rely on more heavily when setting a price, and why?
Corporate development analysts need this to explain why a deal's accounting profile differs from its cash economics.
After acquiring a business, what is purchase price allocation? Explain goodwill and why the accounting matters to a corporate buyer.
Tests operational judgement: integration plans fail more often from unclear ownership than from an insufficient spreadsheet.
How would you set up governance for a mid-sized acquisition that has 20 synergy initiatives across five functions?
A corporate-development analyst must protect deal value and clean-team discipline when new customer information arrives before signing.
You are supporting the acquisition of a workflow-software company. A confidential customer call creates both valuation and antitrust-process issues. Work through the updates and send the CEO a…
A branching corporate-development negotiation covering price, certainty and integration risk.
You lead corporate development for a strategic buyer. Two weeks before signing, the target misses earnings and its largest customer delays renewal. Choose the response at each negotiation turn and…
Project selection, returning capital and measuring per-share value. 2 questions
A common planning-team question when an executive asks to annualise a strong or weak recent month.
Your CEO says, “April revenue was $12m, so we are on a $144m run rate.” How would you respond?
A hard strategic finance case where the analyst must compare a corporate development opportunity with an internal investment plan.
A company can build a capability internally for $60m over three years or acquire it today for $180m. How would you decide?
Adjacency analysis, competitive response and where advantage actually comes from. 1 question
A core strategy decision when a company needs a capability it does not yet own.
Your company needs a new capability to compete. How do you decide whether to build it, buy it, or partner?
Write your answer, get it graded on technical accuracy, completeness and communication, and see exactly which mechanic you missed.
Company tags reflect where a question type is commonly reported in interviews. They are not sourced from, endorsed by, or affiliated with Cisco.