Lesson 1 of 12
Types of case interviews and how to identify them
Before you can structure a case, you need to know what kind of problem you are solving. This lesson covers every major case type, a simple way to tell them apart from the prompt, and a set of practice prompts to test yourself.
Part 1 of 8
Why the case type matters
Every case interview starts the same way: the interviewer reads a short prompt, and you have a minute or two to lay out how you will attack it. The structure you build in that minute shapes the rest of the case. A structure built for the wrong problem sends you down the wrong path, and it is hard to recover.
Recognizing the case type gives you a starting point. It tells you which questions matter, what data to ask for, and what a good answer looks like at the end. You still need to tailor everything to the client, but you are no longer starting from a blank page.
A starting point, not a script
Interviewers can tell when a candidate recites a memorized framework. Use the case type to decide what to look at, then build a structure in the client's own language.
Part 2 of 8
The main types of case interviews
Most business cases fall into one of three groups: fixing a problem, making a move, or estimating a number. Each type below has its own lesson in this course.
Fixing a problem
- Profitability
- Why is profit falling, and how do we fix it?Listen for: "profits have declined," "margins are shrinking"
- Cost reduction
- Where can we cut costs without hurting the business?Listen for: "costs are too high," "cut $50M in costs"
- Competitive response
- A competitor made a move. How should we react?Listen for: "a new competitor entered," "our rival cut prices"
- Turnaround
- The business is in trouble. How do we stabilize it and get it back to health?Listen for: "losing money for three years," "running out of cash"
Making a move
- Growth strategy
- How can we grow revenue, often toward a target?Listen for: "double revenue," "growth has stalled"
- Market entry
- Should we enter this specific market, and how?Listen for: "expand into Brazil," "enter the pet food market"
- New product launch
- Should we launch this product, and how should we price and sell it?Listen for: "considering launching," "a new product line"
- Mergers and acquisitions
- Should we buy or merge with this company, and what should we pay?Listen for: "considering acquiring," "a potential merger"
- Private equity due diligence
- Should an investor buy this company?Listen for: "a private equity firm is evaluating," "potential investment"
- Pricing
- What should we charge, and what happens if we change it?Listen for: "how should we price," "should we raise prices"
Estimating a number
- Market sizing
- How big is this market, or how many of something are there?Listen for: "how many," "estimate the size of"
Part 3 of 8
How to identify the case type in three questions
You do not need to memorize a list of keywords. Ask yourself three questions as you listen to the prompt.
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Is the client fixing a problem or chasing an opportunity?
Problems look backward: something went wrong and needs a diagnosis. Opportunities look forward: the client wants to grow, invest, or try something new. This single question splits most cases in half.
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Is there one specific move on the table?
"Should we enter Canada?" names a move. "How do we grow?" does not. A specific move points to market entry, a new product launch, an acquisition, or pricing. An open question points to growth strategy or profitability.
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What does a good answer look like at the end?
A yes or no decision, a plan to reach a target, a list of costs to cut, or a single number. Picturing the final answer before you start is the fastest way to confirm what kind of case you are in.
Try it with the finder below. Pick the answers that match a prompt you have seen, and it will point you to the case type.
Part 4 of 8
When a case fits more than one type
Real cases rarely stay in one box. A market entry case usually includes a market sizing question and a profitability check. An acquisition case often depends on whether the combined company can cut costs. A profitability case can end with a growth recommendation.
Find the primary question, the one the CEO needs answered, and build your structure around it. Then pull in other frameworks as the case takes you there. In the market entry lesson, for example, the worked example uses market sizing to test the revenue goal and payback math to pick the way in, but the whole case still answers one question: should PawPrint enter Canada?
Cases can also shift halfway through. A case that opens as profitability can turn into cost reduction once you find the problem. Stay flexible and say it out loud when the focus changes.
When you can't tell, ask
A good clarifying question settles it fast. Try "What is the client's main objective here?", "Is there a specific target or timeframe?", or "Is the client considering a specific option, or looking for ideas?"
Part 5 of 8
Practice: name that case
Read each prompt, decide what type of case it is, then reveal the answer.
Prompt 1
"Our client, a regional airline, has seen its operating margin drop from 12% to 5% over the past three years."
Profitability. Something went wrong, and the measure is margin. Start by asking whether revenue fell, costs rose, or both. See the profitability lesson.
Prompt 2
"A European grocery chain is considering opening stores in the United States."
Market entry. The client is chasing an opportunity, and the move is named: enter the US. Expect to size the market, assess competitors, and decide how to get in. See the market entry lesson.
Prompt 3
"A hospital network is considering buying three smaller clinics in a neighboring state."
Mergers and acquisitions, with a market entry flavor. The specific move is buying these clinics, so the core question is whether the deal creates value at the right price. The new state is part of the analysis, not the main question. This is a good example of a hybrid case.
Prompt 4
"Revenue at our client, a software company, grew 15% last year, but the CEO is worried."
Most likely profitability in disguise. Growing revenue with a worried CEO usually means costs grew faster, or margins shrank. It could also be growth that is slower than competitors. This is exactly when to ask a clarifying question: "What specifically is the CEO worried about?"
Prompt 5
"A low-cost competitor just opened stores near 40 of our client's locations. What should our client do?"
Competitive response. The case is triggered by a rival's move. Start by sizing the threat: how much business is at risk in those 40 locations? Then weigh options like matching prices, differentiating, or doing nothing.
Prompt 6
"How many electric vehicle charging stations will the US need in 2030?"
Market sizing. The answer is a single number built from logical assumptions. These often appear on their own or as one step inside a bigger case. Build speed with the market sizing drills.
Part 6 of 8
Common mistakes
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Deciding the type before the prompt ends
Candidates hear "profits" and stop listening, then miss the detail that changes everything.
Instead: take notes on the whole prompt, then decide.
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Announcing the label instead of the plan
"This is a profitability case, so I'll use the profitability framework" tells the interviewer you are following a script.
Instead: jump straight into a structure built for the client.
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Missing the disguised version
Prompts like "revenue is up but the CEO is worried" hide the real question.
Instead: ask what the client is actually trying to achieve.
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Ignoring the objective
The same prompt can call for different answers depending on whether the goal is revenue, profit, or market share.
Instead: confirm the goal and timeframe before you structure.
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Sticking with the first label
Cases shift. A profitability case can turn into cost reduction once you find the problem.
Instead: update your approach as new information comes in, and say so out loud.
Part 7 of 8
Practice what you learned
The fastest way to get good at spotting case types is to see a lot of prompts. Put this lesson to work:
Try a full case
More ways to practice
Part 8 of 8
Frequently asked questions
What are the main types of case interviews?
The most common business case types are profitability, cost reduction, competitive response, turnaround, growth strategy, market entry, new product launch, mergers and acquisitions, private equity due diligence, pricing, and market sizing. They fall into three groups: fixing a problem, making a move, and estimating a number.
How do you identify the type of case in an interview?
Ask three questions as you hear the prompt: is the client fixing a problem or chasing an opportunity, is there one specific move on the table, and what does a good final answer look like? If it is still unclear, ask a clarifying question about the client's main objective.
What is the most common type of case interview?
Profitability and market entry cases are among the most common, and their building blocks show up in almost every other case type. Market sizing questions also appear often, either on their own or as one step inside a larger case.
Should I tell the interviewer what type of case it is?
There is no need to. Naming the type can make it sound like you are following a script. Instead, lay out a structure tailored to the client's situation, which shows the interviewer you understood the problem.
What if a case does not fit any type?
Some cases are unusual, like public sector or nonprofit problems. Go back to basics: clarify the objective, break the problem into logical, non-overlapping parts, and use whichever pieces of the familiar frameworks apply.
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