Whether you’re preparing for a consulting interview, working on a product launch, or troubleshooting a business challenge, case solving frameworks are your best friend. They help you think clearly, speak logically, and solve problems with confidence—even when the question seems vague or overwhelming.
This blog will walk you through the top 5 case solving frameworks, explain when to use each, and provide examples to help you apply them effectively.
What Is a Case Solving Framework?
A case solving framework is a logical structure used to break down complex problems into smaller, manageable parts. Instead of jumping straight to conclusions, you ask systematic questions that cover all aspects of the issue.
The 5 Most Useful Case Solving Frameworks
Let’s dive into the top 5 frameworks that cover 90% of business case scenarios.
1. Profitability Framework
When to Use: Use this when you’re asked to analyze declining profits or diagnose financial problems.
Structure:
Profit = Revenue – Cost
Break Revenue into: Price per unit, Quantity sold
Break Costs into: Fixed costs, Variable costs
Example:
Prompt: “A mobile phone company’s profit has dropped. Why?”
You’d say:
“Let’s first look at revenue—are we selling fewer units, or has the average selling price dropped? Then, let’s check costs—have our manufacturing or logistics expenses increased?”
2. Market Entry Framework
When to Use: When the company wants to enter a new geography, launch a new product, or expand to a new customer segment.
Structure:
Market Attractiveness – size, growth, demand trends
Competition – players, pricing, barriers
Company Capability – brand, resources, channel access
Economics & Risks – investment needed, breakeven time, risks
Example:
Prompt: “Should a U.S.-based organic cosmetics brand enter the Indian market?”
You’d analyze:
Is there growing demand for organic products in India?
Who are the current players and how loyal are customers?
Does the brand have local partners or supply chains?
How long would it take to turn profitable?
3. Product Launch Framework
When to Use: For cases where the client is launching a new product or feature.
Structure: Customer Needs – who is the target customer? What are their pain points?
Product Features – does the product solve those needs?
Go-to-Market Strategy – pricing, promotion, placement
Financial Viability – expected revenue vs. cost of development/marketing
Success Metrics – how will we measure success?
Example:
Prompt: “Your client wants to launch a smartwatch. What should they consider?”
Your answer might include:
Who is the target market—fitness enthusiasts, tech lovers, etc.?
What key features do they value—battery life, health tracking, etc.?
Should we sell online or through retailers?
Can we price it competitively while covering costs?
4. Market Sizing (Guesstimate) Framework
When to Use: For questions that ask you to estimate a number (like market size, users, demand volume).
Structure:
Use a top-down or bottom-up approach:
Top-down: Start from total population → filter by % users → frequency/volume
Bottom-up: Start from unit-level data → scale it up by number of stores/locations
Example:
Prompt: “Estimate the number of cups of tea consumed daily in Mumbai.”
Approach:
Population of Mumbai: 20 million
Assume 70% are tea drinkers → 14 million
Assume 2 cups per day per person → 28 million cups per day
5. M&A (Merger & Acquisition) Framework
When to Use: When the case involves acquiring another company or merging businesses.
Structure: Strategic Fit – why acquire this company? Market share? Capability? Geography?
Target Company Evaluation – financial health, brand, culture, assets
Synergies – can costs be reduced or revenues increased post-acquisition?
Risks – integration challenges, cultural mismatch, legal issues
Deal Structure – cash, stock, financing, valuation
Example: Prompt: “Should Company A acquire Company B, a smaller regional player?”
You might explore:
Does Company B have a loyal customer base or unique tech?
Can the combined entity cut redundant costs?
Will there be resistance from regulators or internal teams?
Final Thoughts:
- Customize, don’t memorize the frameworks – adapt the buckets to the case context.
- Use plain language – talk like a business person, not a textbook.
- Prioritize based on case – don’t go through every bucket if only two matter.
- Practice aloud – structure your response as if you’re in a real conversation.
