Case Solving Frameworks

1. Case Solving Frameworks 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?"

2. 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. 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:

4. 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:

5. 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. With AptiMentor, your preparation is not just thorough—it’s strategic. Join thousands of learners already transforming their aptitude scores with our top-quality learning experience.