If the case question asks about investigating the cause of declining revenue (without any mention of profits), is it advisable to look at costs in the structure or ask for costs during the case? I have come across some cases where it is impossible to arrive at an answer without exploring costs, but would mentioning costs seem to show that one does not have a sound understanding of revenue and profits?

Hi A, First, clarify the objective clearly upfront. Does the client only care about revenue or also profit? If the case is focused on only revenues, focus only on that. You can say to the interviewer, "I suggest we look at the revenues first and see what opportunities we have there. Afterwards, if we have time, we can explore costs as well. Does this sound like a good plan?" Does this help? Best, Aws

Hi, Usually you break down the costs into fixed and varibale while initially structuring and go through the detailed cost structure while solving the case Best

As a follow up to the answers below, I want to stress that it is always better to ask a well thought through question (e.g., I have explored x factors around revenue, can you tell me if there is something I may be missing? or perhaps I think I have explored all factors around revenues, are costs also relevant to this problem?) rather than going down a path you are unsure of.

Costs in declining revenue question?

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Being aware of its strengths and limitations can help companies leverage its benefits while avoiding potential pitfalls. Key Takeaways - Growth Strategies with the McKinsey PyramidThe McKinsey Growth Pyramid provides a comprehensive framework that covers a variety of growth strategies, from low-risk approaches such as market penetration to high-risk options such as diversification. It is characterized by its adaptability and can be used for both start-ups and large companies in different industries. Thanks to its clear structure, it offers valuable support in prioritizing growth strategies and in decision-making processes. However, the focus on resource-intensive strategies such as acquisitions can simplify the complexity of dynamic markets and neglect external factors. Despite these limitations, the McKinsey growth pyramid remains a powerful tool for analyzing growth options, but should be used with caution to avoid overemphasizing risky or resource-intensive strategies.