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Framework Consulting

The document provides a framework for analyzing case studies. It outlines key steps including clarifying questions, frameworks, brainstorming, analysis, and conclusion. It then discusses frameworks, brainstorming, analysis, and tips for successful case analysis. Frameworks help structure arguments, while brainstorming categories should be mutually exclusive and collectively exhaustive. The document emphasizes being methodical but not getting lost in details.

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Sanam T
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107 views

Framework Consulting

The document provides a framework for analyzing case studies. It outlines key steps including clarifying questions, frameworks, brainstorming, analysis, and conclusion. It then discusses frameworks, brainstorming, analysis, and tips for successful case analysis. Frameworks help structure arguments, while brainstorming categories should be mutually exclusive and collectively exhaustive. The document emphasizes being methodical but not getting lost in details.

Uploaded by

Sanam T
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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FRAMEWORK

Clarifying Questions Framework Brainstorming Analysis Conclusion

EXAMPLE* Key question in prompt

Profit Frameworks provide clarity of thought and helps you


structure your arguments better*.

MANTRA:
Revenue Cost MECE: Mutually Exclusive, Collectively Exhaustive
Notes and • Ensure your framework is as MECE as possible
Clarifying • Detailed but not lost in the weeds
Answers • Thorough but not wasteful
Price Volume Fixed Variable
• Insightful but not presumptive
Market/External Customer/Company
• Competitors • Internal MYTH:
• Government Regulations • Acquisitions • There is one perfect framework for every case
• Industry Trends • Capacity • Frameworks are not important
• Natural Calamity • Value Chain • There is a finite number of frameworks that will
• Consumer Preferences provide answers to every case

Recommendations

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*Note: Different types of case frameworks have been explained in subsequent sections of this book.
**Structuring in this manner will help the interviewer understand and assess your thought process. Candidates can chose a format they are comfortable with.
BRAINSTORMING

Clarifying Questions Framework Brainstorming Analysis Conclusion

The key to brainstorming is structure. The candidate should first devise two or more “buckets” or categories to organize his/her thoughts.
Note: Be MECE in organizing your thoughts*

CUSTOMER JOURNEY
INTERNAL v/s EXTERNAL
When conventional frameworks do not help you get to the crux of
• Internal factors represent any aspect internal to the client’s
the problem, understanding the customer journey can bring useful
business (e.g.: products, process, brand, leadership, etc.)
insights.
• External factors represent those which are beyond the
• AIDA- Attention, Interest, Desire, Action
client’s control (e.g.: competition, government regulations,
• Useful in cases pertaining to improving sales of a
market trends, etc.)
company/product

VALUE CHAIN ANALYSIS SUPPLY v/s DEMAND


• Analyze each step of the value chain to identify the root • Useful in profitability cases to identify whether the root cause of
cause of the client’s issue the problem is due to supply push or demand pull
• Useful for exploring causes to cost related problems • Typically used in exploring revenue related problems

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*Note: This is not an exhaustive list of frameworks. The candidate is encouraged to apply his/her creativity
GUIDE TO DOING ANALYSIS

Clarifying Questions Framework Brainstorming Analysis Conclusion

Most cases involve simple arithmetic or guesstimates. Follow these tips to avoid making mistakes:

TIPS FOR SUCCESS

SANITY CHECK MISTAKES SHORTCUTS TALK SO WHAT? PRACTICE

Mistakes are okay. Round-off when


Make sure your Talk it through and Draw necessary Practice until you
You can recover required and
numbers make sense explain each step inferences from your are comfortable
from them as long as manage your zeroes
in the context of the you are doing to numbers and tie it doing math in front
you don’t repeat correctly to avoid
case. your interviewer. back to the case. of the interviewer.
them. mistakes.

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