Hey there, please do not approach casing and frameworks in this fashion! I simply can't stress enough that you won't get very far otherwise!

To give an example of why your approach doesn't work: there is no “market entry” framework. That's because you may enter markets for different reasons under completely different circumstances. The right framework depends entirely on the actual question being asked by the interviewer. If you just give them your standard “market entry” framework, you will loose any hope of progressing then and there.

Instead of learning frameworks by hard, learn how to THINK for yourself and take it from there. Building good frameworks is a skill you can develop with good training. It requires, among other things:

• Listening skills (what is actually being asked of me)
• Structuring skills (MECE)
• Business acumen (what's really important here)
• Top-down communication (what is your approach and why)

Hope this helps. Let me know if you'd like to learn more!

I don't know a single person who got an offer because he/she learned frameworks by heart. 

As other experts said, you should learn how to think. This means:

1. Figure out exactly what the case is asking you to do
2. Ask probing questions to further understand the request and the issues you have to solve
3. Devise your approach and plan to solve the case (this is what really makes the difference in my view in consulting prep, as an interviewer at Bain and AlixPartners, and as PE professional)
4. Solve the issue in a precise, structured and top-down way showing strong business acumen, ingenuity, and mental clarity
5. Communicate clearly throughout the case engaging the interviewer

That said, it is important to understand the dynamics (not frameworks) of the most important topics you will likely discuss.
So you have to understand how a P&L works, how you sell products (direct salesforce vs distributors vs e-commerce), how a product launch works, how a PE fund evaluates an investment, how you cut costs (e.g., reduce purchase prices vs reduce demand vs change specs). Start with those topics, keeping in mind the above 5 points. 

If you want to deep-dive, let's talk.

Best,
M

Okay, but what does thinking for yourself actually mean? 

The approach I like to use when coaching is: If it was your billion dollars, what would you like to before you made the decision? Then just structure that in a MECE way and communicate it well.

This is the approach I used myself after miserably failing 95% of case interviews in school and finally succeeding in getting hired by McKinsey as an experienced hire.

Happy to explain more,

Allen

Hi there,

Not the way to learn, but I'll humour you :)

1. Profitability
2. Growth
3. Market Entry
4. M&A
5. Investment

I fully agree with Moritz! Save yourself the time and effort in memorizing frameworks and invest in learning how to properly solve cases. 

100% agree with what other coaches have said. Please dont memorise frameworks, rather use them as reference to guide your thinking.

Just forget frameworks. That doesn't work. 

There's 90% candidates memorizing frameworks to “pretend" they know how to solve problems. It doesn't work, it's obvious to every interviewer, and it also absolutely prevents one to distinguish oneself from every other candidate. It's a recipe for failure. 

Just follow Allen's suggestion. You'll have to solve it by yourself, and shouls start practicing that as soon as possible.

To get ideas that you can use when coming up with your own approaches, you can go to the “Bootcamp” section in the Resources section of Preplounge.