Hi there,

I'm sorry but this isn't even close! (Apologies for being so direct).

You very much need a crash course in structuring/frameworking. This is really really difficult to explain succinctly in writing - please reach out so we can get you across this.

Fundamentally, you need to be MECE (mutually exclusive, collectively exhaustive). You aren't close here! Not only does retaining customers not increase revenues, but retaining + gaining customers is not the only way to increase revenues!

Frameworks

How do I use frameworks in a case?

If there's anything to remember in this process, is that cases don't exist just because. They have come about because of a real need to simulate the world you will be in when you are hopefully hired. As such, remember that they are a simplified version of what we do, and they test you in those areas.

As such, remember that a framework is a guide, not a mandate. In the real-world, we do not go into a client and say "right, we have a framework that says we need to look at x, y, and z and that's exactly what we're going to do". Rather, we come in with a view, a hypothesis, a plan of attack. The moment this view is created, it's wrong! Same with your framework. The point is that it gives us and you a starting point. We can say "right, part 1 of framework is around this. Let's dig around and see if it helps us get to the answer". If it does, great, we go further (but specific elements of it will certainly be wrong). If it doesn't, we move on.

So, in summary, learn your frameworks, use the ones you like, add/remove to them if the specific case calls for it, and always be prepared to be wrong. Focus rather on having a view, refering back to the initial view to see what is still there and where you need to dive into next to solve the problem.

Example Framework

If we're deciding whether we should enter a market, prices/margins can go under market AND company AND execution/deal logistics. Think about it:

1. Is our market attractive? Is it large, growing, and are there generally good MARGINS/high PRICES for the products in it?
2. If our company enters this market, what PRICE do we think we can achieve? Will we be able to keep healthy MARGINS based on our costs and what we think we can charge?
3. When analyzing the entry logistics/execution, what will entry COST us? If we want to buy a firm to enter, what PRICE are they looking for?

(editiert)