Should you include market in a 3C/business strategy analysis?

None….

This is overly generic. What does customer mean? What does company mean? Doesn't the market consist of customers? Doesn't it consist of competitors?

To properly framework you need to have an approach to solving the problem - a bunch of words is not it!

I'm wary of providing frameworks without knowing he prompt, but, a general approach for a market entry would be 1) Determining whether the market itself is attractive, then 2) Determining how attractive it is to us (will we do well there), and then finally 3) ensuring that logistically we feel we can properly implement this and succeed better than we could elsewhere

You have some learning to do on frameworking :)

Here's a start: https://www.preplounge.com/en/articles/how-to-shift-your-mindset-to-ace-the-case

(edited)

You are not approaching this the right way. “Buckets” are just generic “areas of investigation” instead of decision drivers / questions that you need to answer in order to decide on something.

What you need to think about is on the critical questions that will address / answer the case objective, and then try to organize your thoughts (or “buckets”, if you will) around that. In this case, we are missing some critical input, namely what is the GOAL of the company. If there is no goal, there is no destination, therefore there is no way to get there.

Nevertheless, I feel that the critical issue here would be around how to leverage your specific assets and capabilities in order to enter the home furniture market. Synergies can never be a separate bucket as synergies is the ESSENCE of the question.

This would be a good idea if:
1) Market / target market segments are attractive (relevant size and margins)
2) You can leverage current customers to enter the market (would current customers willing to buy furniture in the same location; for e.g. do you sell textiles)?
3) You can leverage your brand, assets (stores, warehouses), or relationships (production costs) in order to have a price or cost advantage?
4) Your value proposition can be better than the competition for target segments?

This is a simplification. As said, one would need to exact goal and context to prepare a fully MECE and customized approach. 

I hope this sheds some light on how to approach cases at a more advanced level.

Hello,

I agree with Sidi that you should feel free to step away from traditional frameworks and tailor your answer to the question at hand. Having a Market or Industry bucket to talk about size, trends, etc. sounds fine to me. You could also include an operations bucket under which you consider strategies to enter (e.g. partnership/solo, what location), barriers to entry, and so on.