Mastering Case Interview Frameworks: A Complete Guide (2025)

If you’re new to consulting case interviews, you’ve probably heard about frameworks but might not be sure what they are or how to prepare for them effectively. Don’t worry - you’re not alone!

Consulting frameworks are structured approaches to analyzing and solving business problems. Mastering frameworks is essential for anyone looking to land an entry-level consulting job or preparing for their first consulting case competition.

To make this guide beginner-friendly, we’ll break down frameworks using a classic Bain case interview example, “Coffee Shop Co.”, one that even a non-consultant can easily relate to.

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What is a Framework?

A framework is simply a structured way to break down complex problems logically. Think of it as your roadmap for tackling business challenges.

But here’s the key: a framework isn’t just a difficult question you need to answer in a case interview. It’s also a communication method that demonstrates how you think, showing the interviewer that you can analyze information, prioritize key factors, and present your ideas clearly.

A common pitfall for beginners is relying on memorized frameworks, either using the same “one-size-fits-all” approach for every case or memorizing a set list for different case types. While this might seem like a shortcut, it actually does more harm than good. Frameworks pulled straight from memory aren’t tailored to the specific business problem in front of you. If you’re dealing with an unusual or unexpected scenario (think: a coffee shop facing a tech disruption, rather than just declining profits), your memorized framework might leave out critical issues or include irrelevant ones.

Not only does this make solving the case harder, but interviewers can easily spot when you’re reciting rehearsed answers instead of thinking critically. The best frameworks are custom-built for each case, helping you address the unique aspects of the problem while also showing your interviewer that you can think on your feet.

Let’s dig deeper into what makes a strong, tailored framework, and how you can avoid the “memorization trap” as you practice.

If you’re aiming for a top consulting firm like McKinsey, BCG, or Bain, having a structured approach to problem-solving isn’t just helpful, it’s essential.

The Six Most Common Case Interview Types

So, what types of case interviews should you actually get really good at solving? Let’s look at the six “greatest hits” that come up again and again in consulting case interviews, regardless of whether you’re walking into a Bain office, a BCG Zoom room, or a McKinsey superday.

Profitability: Used to diagnose why profits are declining or to figure out how to boost them. This classic splits the issue into revenue and costs, then digs into each branch.
Market Entry: Helpful for evaluating whether a company should expand into a new market, country, or product line. Think: Is there a viable opportunity, and what’s the best way to approach it?
Mergers & Acquisitions (M&A): Analyzes whether combining with another company makes strategic and financial sense. It covers fit, financials, synergies, and risks.
Pricing: Focuses on determining the right price for a product or service. You might consider cost-based, value-based, or competitor-based methods.
New Product Launch: Assesses whether a new product idea is worth pursuing and, if so, how to launch it. This involves market analysis, competitive response, and financial projections.
Market Sizing (a.k.a. Guesstimates): Challenges you to estimate the size of a market or population, testing your logical structure and math on the fly.

With these frameworks ready, you’ll be equipped to tackle almost any prompt thrown at you.

Don't have time to practice full cases? Try our framework drills!

Should You Memorize Consulting Frameworks? Pros and Cons

Let’s address the age-old debate for beginners: Should you rely on memorized frameworks in your consulting interviews, or is there a better way?

The Temptation to Memorize

When faced with dozens of case question types, it’s tempting to arm yourself with a playbook of pre-made frameworks (think: “Profitability,” “Market Entry,” etc.) and simply plug them in when the time comes. This can make you feel prepared, and, honestly, it’s faster than inventing a structure from scratch every time.

Why Memorizing Frameworks Seems Like a Shortcut

Memorizing classic case structures can help you get familiar with business problems quickly.
It saves time and can boost confidence for those first few practice runs.
You’ll avoid blank-page panic (which is real, trust us!).

But Here’s the Catch...

Relying solely on memorized frameworks has some major drawbacks:

Not Tailored: Off-the-shelf frameworks aren’t customized to the unique twists of each case. Consulting cases (and real businesses) rarely fit neatly into boxes.
Limits Critical Thinking: Your interviewer is looking for how you break down unique problems, not just your ability to recite a template. Using canned frameworks can feel robotic and generic.
Easy to Spot: Experienced interviewers at McKinsey, Bain, and BCG can quickly tell when you’re using a memorized pitch. It signals you might not be thinking critically about the specifics.

A Smarter Approach for Beginners

Instead, many seasoned candidates keep a mental checklist of broad business areas. Think: customers, competitors, costs, revenue streams, operations, market trends, and so on.

Here’s what works:

Identify 8-10 broad buckets you might explore in any business situation.
As the case prompt unfolds, quickly select 3-5 of these that are most relevant.
Personalize your framework by adding sub-points and additional areas if the usual suspects don’t quite fit.

This shows your interviewer you’re thinking on your feet, not just playing case interview bingo. Plus, you’re more likely to impress when you adapt your framework to the challenge at hand.

So, in short: memorizing frameworks can help you get started, but tailoring your approach will make you stand out as a future consultant.

The Six Classic Consulting Frameworks Every Consultant Should Know

When people talk about "classic" consulting frameworks, they're referring to a set of foundational models that underpin business problem-solving worldwide. While you shouldn’t simply recite these word-for-word in an interview, knowing their structure (and more importantly, the logic behind them) will give you the building blocks you need to tailor solutions to new and unfamiliar business challenges.

Here are the six heavy hitters that regularly make an appearance in consulting circles:

Porter’s Five Forces: Analyzes the competitive forces shaping an industry. Think of it as taking the temperature of your marketplace from every angle: competitors, suppliers, buyers, substitutes, and potential new entrants.
SWOT Analysis: Stands for Strengths, Weaknesses, Opportunities, and Threats. It’s a classic way to capture both the internal and external factors affecting an organization.
4 P’s of Marketing: Product, Price, Place, Promotion. This framework helps you structure thoughts around how a business brings its offerings to market.
3 C’s (Business Situation Framework): Looks at Company, Customers, and Competitors. A useful springboard for rapidly evaluating a business challenge at a high level.
BCG Matrix (Growth-Share Matrix): Helps organizations prioritize products or business units based on their market growth and market share. Think “cash cows” versus “question marks.”
McKinsey 7S Framework: Focuses on internal alignment by examining seven critical elements: strategy, structure, systems, shared values, skills, style, and staff.

While you won't want to parrot these frameworks word-for-word in front of your interviewer, understanding their purpose and logic will help you build stronger, more tailored frameworks on the fly, one of the hallmarks of a top consulting candidate.

Choosing the Right Framework Strategy for Your Case

You’ll find that not every business challenge or case prompt fits neatly into the same box, so it’s important to know when to use each main approach in your framework toolkit. Here’s how to decide which strategy to pull off the shelf:

Building Your Own Framework: This works best for truly novel or unusual cases. Think of a scenario where the problem is industry-specific, or the client’s business model doesn’t fit traditional templates. If you’re faced with a wild card like “How should an art museum monetize a new digital exhibit?” you’ll want to sketch out a unique structure based on first principles and logic.
Using Broad Business Areas: When you encounter more classic or recurring case types (profitability, market entry, product launch), organizing your thoughts using 8–10 big-picture categories can help. For example, in a standard profitability case, you might organize by revenues, costs, customers, competition, and so on, drawing straight from the traditional toolkit taught by firms like Bain or BCG.
Breaking Down Stakeholders: For situations where the challenge hinges on people and perspectives, maybe a merger negotiation or a change management problem, thinking in terms of stakeholders is key. Here, you might segment your framework by customers, employees, suppliers, regulators, and competitors to surface all the interests at play.
Focusing on Processes: Some case prompts zero in on how things get done. Think about a question involving operational efficiency, supply chain hiccups, or customer journey mapping. In those scenarios, structuring your framework around the step-by-step process (logistics, procurement, delivery, customer service) helps you spot bottlenecks and improvement areas.

The trick is matching your strategy to the specific demands of the case, and showing your interviewer that you’re not just organized, but also adaptable.

Porter’s Five Forces: Evaluating Industry Attractiveness

One of the most widely used, foundational frameworks in consulting is Michael Porter’s Five Forces, created by Michael Porter at Harvard Business School. If you’ve ever wondered how consultants assess whether an industry looks promising (or perilous) for a business, this is the go-to tool.

So what exactly is Porter’s Five Forces?
This framework helps you systematically evaluate the competitive dynamics of an industry by breaking them down into five core “forces.” Each force reveals something important about how easy (or hard) it is for a company to make profits in that market.

Here’s how each force comes into play:

Competitive Rivalry: How fierce is the competition? The more crowded and aggressive the field. Think lots of direct rivals fighting over the same customers. The tougher it is to stand out and be profitable. Fewer, less aggressive players generally mean a more attractive industry.
Supplier Power: Who holds the cards, you or your suppliers? If only a handful of suppliers control essential materials or services, they have the upper hand in negotiating prices, making things less favorable for your business. If you’ve got plenty of suppliers to choose from, you can negotiate better terms.
Buyer Power: Are your customers running the show? An industry is less appealing if a small group of buyers can demand lower prices or extra concessions. Conversely, if there are many buyers and no one customer dominates, your company has more pricing power.
Threat of Substitution: Can customers easily switch to another product or service? If substitutes are plentiful. Think tea shops in a world full of coffee enthusiasts. It gets harder to keep customers and margins healthy. Fewer good substitutes help protect your position.
Threat of New Entrants: How easy is it for new competitors to waltz in and steal your thunder? Industries with high entry barriers (expensive start-up costs, tough regulations, strong brands) are more attractive because it’s harder for newcomers to shake up the status quo. Lower barriers mean more potential disruptors and increased competition.

By working through these five lenses, you can quickly size up where the power flows in an industry, spot potential threats, and understand just how tough, or tempting, a market really is.

This isn’t just theory; it’s a practical way consultants break down new markets, size up acquisition targets, or advise clients whether to enter (or avoid) a particular space.

SWOT Framework: Assessing Strategic Position

Among consulting’s classic frameworks, SWOT is a trusty sidekick, popping up whenever you need a clear snapshot of a company’s position in its market landscape. If you’ve ever heard someone at Starbucks say, “Let’s play to our strengths and watch out for new threats from Dunkin’,” congratulations, you’ve just witnessed a casual SWOT analysis in action.

The acronym stands for Strengths, Weaknesses, Opportunities, and Threats, a four-pane window that lets you peel back the layers of an organization’s strategy:

Strengths highlight what the company excels at. Think unique capabilities, loyal customers, or a strong brand identity. Maybe your coffee shop sources the finest Arabica beans in the neighborhood, or your baristas know every regular by name.
Weaknesses zoom in on internal challenges or gaps, such as outdated machinery or a weak social media presence. These are the things holding the company back or making it vulnerable to rivals.
Opportunities look outward, focusing on emerging trends, untapped markets, or new technologies, like introducing oat milk before it’s cool, or expanding your delivery footprint as remote work trends up.
Threats spotlight potential dangers: fierce competition, shifting consumer preferences, or regulatory changes that could rain on your parade (or raise your tax bill).

In consulting cases, using the SWOT framework helps you logically dissect the company’s current standing and prioritize where action is needed, ideal for showing off your analytical chops in the early minutes of any case interview.

The 4 P’s Framework: A Classic Approach to Marketing Strategy

No beginner’s guide to case interview frameworks would be complete without a nod to the timeless 4 P’s. If you’ve ever watched Mad Men or sat through a college marketing class, you’ve probably bumped into this quartet before. But if it’s new to you, think of the 4 P’s as the basic “moving parts” of any marketing strategy, and a reliable way to make sure nothing gets overlooked in your case structuring.

Here’s the breakdown:

Product: What exactly are you offering? Is it a high-tech espresso machine, a seasonal pumpkin spice latte, or perhaps a fast Wi-Fi connection with your coffee? Define the features, benefits, and value that make your product(or service) attractive to your intended customer. In case settings, pay special attention to which product version best fits the needs of your specific target market segment.
Place: Now that you know what you’re selling, where will your customers find you? Will you be front-and-center on the high street, tucked inside a train station, or available via a cozy online ordering app? Understand the buying behaviors of your market segment. Cambridge students may prefer grab-and-go near campus, while commuters might want coffee en route to the station. The ‘place’ element is about choosing the channels and locations that put your offering directly in the path of your core customers.
Promotion: How will people discover your coffee shop oasis? “Promotion” covers how you communicate your product or service to potential customers. Are you passing out flyers at the university, launching an Instagram campaign, running late-night student deals, or hosting open-mic nights? The key is to match your promotional tactics to the habits and media preferences of your target clientele, focusing your energy where it’s likely to make the biggest splash.
Price: Finally, how much will you charge? Pricing sends powerful signals: A premium price says “high-quality artisan brew” while a budget-friendly tag attracts deal-seekers. You’ll want to consider how your pricing compares to competitors, aligns with what your customers are willing to pay, and ensures you cover costs, with some profit left at the end of the day. (Remember, just because your cousin’s flat white costs £4.50 in London doesn’t mean students in Cambridge will line up at that price.)

The beauty of the 4 P’s framework is that it’s simple, memorable, and flexible enough to adapt whether you’re planning a marketing strategy for a trendy café or tackling a case interview. Use it as a mental “audit checklist” to ensure your recommendations are grounded, complete, and tailored to the specific context of your client.

Demystifying the 3 C’s Framework

So, what exactly is the 3 C’s framework, and why do consultants swear by it for business strategy?

Think of the 3 C’s framework as a classic consulting tool for sizing up any company’s situation. It helps you break down a business problem into three crucial buckets:

Customers: Who are they, what do they need, and how are we reaching them?
Competition: Who else is out there, direct or indirect, and what are their strengths and weaknesses?
Company: What are the company’s capabilities, resources, and unique value propositions?

By working through these categories, you get a holistic picture of the business landscape. This structure isn’t just for abstract exercises, either. It provides the backbone for tackling real-world cases, such as entering new markets or launching new products.

You might also hear about frameworks like the Business Situation Framework or the 4C framework. These are close cousins, sometimes adding components like “Product” or “Cost” to fit specific scenarios. But the heart of all these approaches is the same: they guide your analysis so you can lay out a logical, thorough strategy, no matter how unfamiliar the case might seem.

Now, with these fundamentals under your belt, let’s examine a few buzzwords you’ll encounter as you build out strong case frameworks.

What is the BCG 2x2 Matrix Framework and Why Does It Matter?

Let’s talk about one of the best-known frameworks in consulting: the BCG 2x2 Matrix. Created by Bruce Henderson at Boston Consulting Group, this tool helps companies figure out which parts of their business deserve more investment and attention.

At its core, the BCG 2x2 Matrix looks at two things:

Market growth rate: How quickly is the industry or segment expanding?
Relative market share: How much of the market does your business command compared to your top competitor?

Picture a simple box divided into four quadrants. By plotting each business unit or product line along these two axes (growth vs. share), you can classify them into four classic categories:

Stars: High market growth, high market share. These are the company’s big bets. Think of fast-growing brands that already have an edge over the competition. The playbook here? Invest to help them shine even brighter.
Cash Cows: Low market growth, high market share. These are your steady performers, like a popular coffee shop in a mature neighborhood. They don’t need much extra investment but reliably bring in cash.
Dogs: Low market growth, low market share. These tend to drain resources without much upside. Consulting playbook? Consider winding them down or redirecting resources elsewhere.
Question Marks: High market growth, low market share. These have potential but are risky. Think of them as the launchpad for your next star, but only if you can improve their market share before growth fizzles out.

Why does this framework matter? It’s a quick, visual way to assess a diverse portfolio of businesses and decide where to double down, where to tread carefully, and where to free up resources for better opportunities. No need for rocket science, just a structured approach to making tough calls about investment and focus.

What is the McKinsey 7S Framework?

Let’s unpack another classic consulting tool: the McKinsey 7S Framework. This is a go-to model for analyzing how various internal elements of an organization interact, and why aligning them is crucial for success. Think of it as a diagnostic toolkit that helps you evaluate whether every component of a company is rowing in the same direction.

The framework spotlights seven key elements you’ll want to consider:

Strategy: What’s the overarching plan to achieve the company’s goals and outperform rivals?
Structure: How is the organization set up, who reports to whom, and how are teams organized?
Systems: What are the core processes, routines, and workflows that drive daily operations?
Shared Values: What are the core principles or beliefs that define the organization’s identity and culture?
Style: What’s the general approach to leadership and management? Is it top-down, collaborative, or something in between?
Staff: Who makes up the team, and what are their backgrounds and roles?
Skills: What special capabilities or expertise does the workforce bring to the table?

If you’re assessing a client’s situation, using the 7S Framework helps ensure you don’t miss any piece of the organizational puzzle.

Example: A Beginner-Friendly Market Entry Framework

Let’s apply a simple, beginner-friendly framework to a classic case example from Bain & Co:

“Should You Open a Coffee Shop in Cambridge?

You’re having lunch with an old friend from university, and she’s looking for some business advice. She is thinking of opening a coffee shop in Cambridge, England, a large university city an hour and a half away from London.

She sees potential in this business but wants your help in determining whether opening a coffee shop is a good idea.

What do you think?”

To make this easier to relate to, now imagine you’re considering opening a coffee shop in your neighborhood, and you need to decide if it’s a good business opportunity.

Understanding the New Product Framework

Before leaping into a new product launch, it pays to have a reliable framework. Think of it as your checklist to minimize nasty surprises. In consulting case interviews, the “New Product Framework” helps you systematically break down all the big questions a company should ask before introducing a shiny new offering to the market.

At its core, the framework guides you to evaluate whether pursuing a new product is even worth it, and if so, how to pull it off. Here are the main factors to consider:

Market Attractiveness: Is there genuine demand? You’ll want to look at the target segment’s size, potential for growth, and whether the market is already crowded with competitors (think, is this the next Cronut, or just another dusty scone?).
Product Fit and Differentiation: Does your product solve a real need, and does it do so better than what’s already available? Examine customer preferences, pain points, and whether your offering brings something new to the table (or just reheats yesterday’s coffee).
Company Capabilities: Does your team have the right resources and know-how? This covers everything from technical expertise and marketing chops to manufacturing capacity or distribution channels.
Potential Profitability: Will all this effort translate into real profit? Assess projected costs, pricing strategies, and the competitive landscape to see if launching makes financial sense.

Pulling these together, the New Product Framework helps structure your thinking, and your case discussion, so you don’t overlook critical risks or opportunities. It’s a practical approach you can use whether you’re interviewing at Bain or just helping a friend decide if Cambridge really needs another coffee shop.

Build the Structure of Your Framework

As business owners, when we deal with investments, we should consider 3 questions:

Attractiveness: Is there market demand for a new coffee shop?
Feasibility: Do we have the necessary resources and capabilities?
Execution: How should we successfully launch and operate the business?

These three buckets form the core of your framework. Buckets 1 and 2 help answer the ultimate question: "Is this business worth pursuing?" while Bucket 3 addresses "How to execute it successfully?"

Bucket 1: Assessing Market Attractiveness

This step determines whether there’s enough demand for the business to succeed. It includes three sub-buckets of analysis:

1.1 Market Size

How big is the potential customer base? (Residents, students, office workers)
How often do these groups buy coffee? (Daily, weekly, occasionally)
How can we estimate demand?
- Observe foot traffic at local cafés.
- Look at industry reports on coffee consumption trends.
- Survey potential customers about their coffee habits.

When tackling market size questions, it’s helpful to use established market sizing frameworks. There are two main approaches:

Top-down approach: Start with a broad population number (e.g., total city residents), then refine it step by step, filtering for age, coffee drinkers, purchase frequency, until you reach a realistic estimate for your market.
Bottom-up approach: Begin with micro-level data, like the average number of customers visiting a single café each day, then scale that up by the number of similar locations or the total number of possible purchase occasions.

A robust framework for market sizing often involves laying out your steps in bullet points, making explicit the assumptions and calculation path you’ll take. This not only clarifies your thinking, but also helps stakeholders see where your numbers are coming from.

1.2 Customer Preferences

What type of coffee do people prefer? (Specialty coffee vs. instant coffee)
Do customers prioritize price, taste, or ambiance?
Do people prefer takeaway coffee, or do they want a place to sit and work?
How can we gather insights?
- Conduct customer surveys.
- Visit competitor coffee shops and observe ordering behavior.
- Analyze local social media discussions and reviews.

1.3 Pricing Strategy Considerations

Pricing is a critical factor that can shape both perception and profitability. If the price is set too high, you risk alienating customers who might otherwise be interested, leading to lost sales. On the other hand, setting a price too low can not only cut into potential profits from customers willing to pay more, but may also give the impression that your coffee is lower quality.

To find the sweet spot, consider:

The costs to produce each cup or product.
The prices of other local coffee shops and similar offerings.
The unique value or experience your shop provides that might justify a premium.

Striking the right balance ensures you attract your target customers while maximizing the value of each sale.

1.4 Competitor Landscape

How many coffee shops already exist nearby?
Are they high-end specialty cafés or budget chains?
Are there alternative coffee sources? (Tea shops, convenience stores)
How to gather this data?
- Visit competing coffee shops and assess their pricing, customer volume, and reviews.
- Check Google and Yelp reviews to understand customer sentiment.
- Speak with local residents about their coffee-buying habits.

Bucket 2: Assessing Feasibility

Even if there’s a strong market, you still need to evaluate whether you have the resources and capabilities to enter it successfully. This could be further broken down into 3 more sub-buckets of analysis

2.1 Financial Feasibility

What’s the estimated initial investment? (Rent, renovation, equipment)
What are the ongoing expenses? (Salaries, supplies, utilities)
How many cups of coffee need to be sold daily to break even?
Is funding available? (Self-funded or requiring a loan)

2.2 Operational Capabilities

Is there a reliable supply chain for high-quality coffee beans?
Do you have skilled baristas or a plan to train employees?
Do you understand pricing strategies and customer acquisition tactics?

2.3 Pricing Strategy

Price plays a critical role in shaping the success of your coffee shop. Set it too high, and you risk alienating potential customers who may see better value in the café down the street. Set it too low, and you might not only miss out on profits but also send the unintentional signal that your coffee isn’t up to par.

Your pricing strategy directly impacts:

Sales Volume: Higher prices can dampen demand, while attractive, fair pricing can draw in a larger customer base.
Profit Margins: Striking the right balance ensures each cup sold moves you closer to covering costs and making a profit.
Customer Perception: Price is often seen as a reflection of quality. People might expect artisanal blends and cozy seating if your prices are on par with that trendy café in London, but a bargain-bin price might lead them to assume you’re serving instant coffee in styrofoam cups.

When deciding on price points, consider:

Your costs: think rent, beans, barista wages, and that fancy espresso machine.
What nearby competitors are charging for a similar product.
The unique value you’re offering (e.g., specialty brews, tranquil workspace, or top-notch service).

Finding a sweet spot, competitive yet reflective of your shop’s identity, will help you attract customers while building a sustainable business.

2.4 Brand & Differentiation

What’s the brand positioning? (Premium coffee, budget-friendly, community-focused)
What unique value will set this shop apart? (Specialty drinks, unique ambiance, community engagement)

Bucket 3: Planning Execution

In many market entry case interviews, Bucket 3 is usually the focus of a follow-up brainstorming question, so we’ll simplify the answer here. Once you determine that the market is attractive and feasible, the next step is figuring out how to launch the business effectively.

Key considerations include:

Location Selection: Prioritize high-foot-traffic areas with reasonable rent.
Marketing & Customer Acquisition: Leverage local promotions, social media, and loyalty programs.
Operations & Scaling: Ensure smooth day-to-day management, monitor performance, and adjust based on customer feedback.

Breaking Down Execution Into Steps

Much like dissecting a process case, it can be helpful to break down the execution phase into clear, actionable steps. For example, if you’re launching a chain of coffee shops, your execution plan might look like this:

Secure Locations: Identify and lease properties in neighborhoods with your target demographic.
Staff Recruitment and Training: Hire staff, establish training programs, and set service standards.
Supply Chain Setup: Source reliable vendors for coffee beans, equipment, and supplies.
Marketing Rollout: Launch local awareness campaigns, grand opening events, and digital outreach.
Operational Launch: Open doors, monitor initial performance, and quickly resolve any bottlenecks.

By mapping out each major step, you can more easily spot potential roadblocks, such as delays in equipment delivery, staffing shortages, or ineffective promotions, and proactively plan solutions. This systematic approach ensures that the execution is not just a checklist, but a framework for continuous improvement as your business enters and grows in the new market.