Eureka Case 30 min Undergrad

The Lighthouse Project

You are Daniela Quiroga-Lemus, 39, VP of Customer & Analytics at Botica Andina, a 280-store Peruvian pharmacy chain. You have budget for a real analytics team — and capacity for about two serious initiatives this year. Seven candidates are on the table, and the CEO has already fallen in love with one of them.

The situation

Botica Andina runs 280 pharmacies across Peru and a loyalty program, Club Andina, with 2.1 million members. The transaction data is plentiful and a little messy. You have just hired a small analytics team — realistically, capacity for two substantial initiatives in year one.

The executive committee has surfaced seven candidate use cases, each with a modeled annual value. The CEO wants the flagship: a full personalized-offer engine across app, SMS and in-store — "let's be the Amazon of Peruvian pharmacy." The CFO mutters about "quick wins." The COO, who runs the stores, is openly skeptical that analytics will ever change how a pharmacy actually operates. Everyone is looking at you to choose.

Your job in this case: decide which use case — or two — the team builds first, and be able to defend the basis for the choice. The modeled values are real numbers. They are also not the whole story.

The decision

What does the team build first?

  • A · Fund the flagship
  • B · Fund a basket of quick wins
  • C · Fund one lighthouse

The rest of the case is locked

The data, the calculations, the decision itself and what happens next open with your institution's access code.

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Run it live in class: every student decides and justifies, and the whole class sees how it splits. How Eureka Case works →