10 Most Common Types of Cases Applied in BCG Interviews

10 Most Common Types of Cases Applied in BCG Interviews (Every Candidate Should Master)

What kind of cases does BCG actually use in interviews?

That’s the question I hear most from candidates, and for good reason.

BCG interviews can feel like a black box, especially when every practice case feels different and there’s no clear checklist to follow. The pressure to perform is real, and knowing what to expect can make or break your preparation.

I’ve coached dozens of candidates through BCG’s interviews, and one thing is clear: success doesn’t come from memorizing frameworks. It comes from understanding how BCG thinks and learning how to adapt your approach to the most common case types they use.

In this blog, you will learn:

How BCG’s most common case types are structured and why they matter
What specific thinking skills each case type is designed to test
How to train effectively for each type without memorizing frameworks

Let’s break down the 10 case types that show up in BCG interviews again and again.

Why BCG Interviews Use Specific Case Types?

Most candidates assume all consulting firms run their interviews the same way, but BCG follows a distinct approach that often surprises even well-prepared candidates.

BCG interviews are intentionally designed to assess how you navigate complex, ambiguous challenges, not how well you apply a textbook framework. They want to see if you can think like a real consultant: break down problems clearly, adjust as new data emerges, and make decisions rooted in logic and insight.

BCG is known for valuing structured creativity.

In fact, the firm advises candidates to “take time to structure and clarify the problem” before jumping into analysis.

It’s not about nailing a perfect structure.

It’s about showing that you stay sharp when:

The problem isn’t clearly defined
The numbers are messy or incomplete
The client’s goals shift halfway through

But here’s where strong candidates often get blindsided:

They rely on memorized frameworks instead of breaking the problem down for this specific client.
They assume BCG interviews follow the same rhythm as McKinsey’s or Bain’s.
They don’t realize each case type tests a different skill, and walk in without a strategy.

I’ve coached smart, driven candidates who stumbled in BCG interviews not because they lacked talent, but because they didn’t understand what the interview was really testing.

That’s why it’s so important to know these case types in advance.

When you understand what BCG is actually looking for, you stop reacting blindly and start solving intentionally, and that’s exactly what top-performing candidates do.

Further reading: The Complete Guide to Answering “Why BCG?” Like a Top Candidate

The 10 Case Types You’re Most Likely to See in BCG Interviews

Now that you understand how BCG approaches case interviews differently, the next question is obvious: “What kinds of cases should I actually expect?”

While no two interviews are identical, certain case types come up far more often than others, and each one is designed to test a specific way of thinking. I’ve seen top candidates succeed not by guessing, but by preparing intentionally for the challenges BCG interviewers use most often.

Here are the 10 most common BCG case types:

Market Sizing
Profit Decline
Market Entry
Pricing Strategy
Mergers & Acquisitions
Growth Strategy
Competitive Response
Operations Optimization
New Product Launch
Social Impact / Public Sector

Let’s break each of these down and explore how to think through them like a consultant.

1. Market Sizing (Estimate Something You Can’t Google)

What it tests: Logical thinking, numerical agility, and structured estimation under pressure

Market sizing is one of the most common case types in BCG interviews, and also one of the easiest to underestimate. It’s designed to test how well you bring structure to a vague question, use assumptions wisely, and deliver a confident, math-backed estimate.

You might get a prompt like this:

“Estimate the number of bicycle helmets sold in Canada each year.”

At first glance, this feels like a math problem.

But it’s actually a thinking test. The interviewer wants to see how you navigate something you can’t Google, how you define the population, segment it logically, and avoid messy calculations or wild guesses.

Here are some things to keep in mind when tackling market sizing cases:

Start with the total population, then segment by age or behavior.
Use anchor points like “percentage of people who bike regularly”.
Build estimates using clean, round numbers to keep math easy.
Explain each assumption and tie it to reality.
Always wrap up with a final number and a reason that feels reasonable.
And remember to adapt your approach based on the specifics of the question.

You’re not being judged on whether the number is correct. You’re being judged on how clean, logical, and confident your thinking sounds, even when you’re under pressure.

Candidates I’ve coached who perform well here tend to keep things simple, speak clearly as they go, and avoid the trap of trying to be too clever. Market sizing isn’t a math contest. It’s a thinking test disguised as a math problem.

2. Profit Decline (Revenue or Cost Is Off? Fix It!)

What it tests: Structured thinking, root cause analysis, and commercial judgment

Profitability decline is one of the most frequently used case types in BCG interviews. It’s a classic because it forces you to isolate what’s actually going wrong inside a business and solve it like an operator, not a theorist.

Here’s a typical example:

“A national restaurant chain has seen profits drop sharply over the past two quarters. Revenues are flat, but net margins are falling. You’ve been hired to find out why.”

This case type can seem simple on the surface. That’s what makes it tricky. BCG interviewers are watching to see whether you can break it down without jumping to generic advice like “cut costs” or “raise prices.”

Top candidates begin by identifying whether the problem sits on the revenue side, the cost side, or both. Then they break the numbers down further. For example, if costs are rising, is it variable or fixed?

Is it driven by operations, supply chain, or something else entirely?

Here are some things to think about when exploring profitability decline cases:

Start by asking what has changed over time. Has revenue dropped, or have costs risen?
Disaggregate the problem into key components and identify the main drivers of profitability.
Prioritize big impact areas using simple math or benchmarks.
Compare across customer segments or product lines to spot anomalies.
Use logical steps to test each hypothesis before jumping to solutions.
And consider other profit levers that may be unique to the client’s situation.

The interviewer wants to see whether you can think like someone running a business. That means focusing on real causes, not quick fixes. Candidates who succeed with this case type are methodical, curious, and always back their thinking with logic.

Also see: How to BEST Introduce Yourself in a Consulting Interview (Without Sounding Rehearsed)

If this already feels like a lot to juggle, you’re not alone.

Many of our clients hit this point and realize they need sharper coaching. At High Bridge Academy, we help you break cases like profit decline into repeatable steps that feel natural in the room.

3. Market Entry (Should We Enter This New Market?)

What it tests: Strategic thinking, commercial awareness, and risk evaluation

Market entry is one of BCG’s favorite case types because it challenges candidates to think like a real business leader. You are not just making a yes-or-no decision. You are balancing opportunity, risk, timing, and execution.

Here’s a sample prompt:

“A European home appliance company is considering launching in the US market. They have strong brand recognition in Europe but zero presence in North America. Should they enter the market, and if so, how?”

At its core, this type of case is about judgment.

The interviewer wants to see whether you can ask the right questions, structure your analysis, and make a decision that feels grounded in logic and business fundamentals.

Strong candidates do not rush into evaluating market size or launching a go-to-market plan. They step back and ask big-picture questions first. Is this the right market for us? What makes us believe we can win? What risks might blindside us?

Here’s how top performers approach market entry cases:

Start by clarifying the client’s goal and success metric.
Assess the target market’s attractiveness and unmet demand.
Evaluate internal capabilities and potential competitive advantage.
Flag major risks like regulatory barriers or high fixed costs.
Consider both timing and execution strategy before recommending next steps.
And weigh other contextual factors that could influence entry success.

This case type is not about throwing ideas around. It is about prioritizing the right information and making a thoughtful recommendation. BCG interviewers are looking for business intuition combined with structured decision-making.

4. Pricing Strategy (How Should We Price a New or Existing Product?)

What it tests: Commercial logic, customer empathy, and strategic trade-offs

Pricing strategy cases appear in many BCG interviews, often wrapped in broader questions around product launches, growth strategy, or profit optimization. The goal is not just to pick a number. It is to show that you understand how pricing impacts volume, brand, and business outcomes.

A typical prompt might look like this:

“A premium bottled water company is launching a new product line. How should they price it to balance profitability and competitive positioning?”

The interviewer wants to see how you think through pricing from multiple angles. Will the price reflect value and brand? Will it attract or repel certain customer segments? Will it create margin pressure or pricing wars?

Top candidates approach this case type with balance. They do not default to cost-plus or competitor-matching logic. They build a pricing recommendation based on real commercial thinking.

Here is how they break it down:

Understand what the customer values and is willing to pay.
Estimate willingness to pay across segments or use cases.
Evaluate how price affects brand perception and positioning.
Model the impact on volume, revenue, and profit.
Think through what competitors might do in response.
And explore additional pricing levers depending on the context.

To make this clearer, here is a helpful table summarizing different pricing strategies and when they might make sense:

Pricing Strategy	Best Used When	Risks to Watch For
Value-Based Pricing	Product has clear customer benefits and high perceived value	Misjudging willingness to pay
Cost-Plus Pricing	Costs are stable and competition is limited	Ignores customer value and market positioning
Penetration Pricing	Goal is to gain market share quickly	Can hurt margins and trigger price wars
Premium Pricing	Product is positioned as high-end or exclusive	Must match with strong branding and quality
Competitive Pricing	Market is crowded and customers are price-sensitive	Can lead to a race to the bottom

In pricing cases, BCG is not expecting one perfect number. They want to hear how you weigh trade-offs, defend your logic, and stay grounded in business realities.

5. Mergers & Acquisitions (Should Our Client Buy This Company?)

What it tests: Strategic fit, financial logic, and risk management

Mergers and Acquisitions cases are one of the most complex and layered types you’ll get in a BCG interview. They are not just about whether the numbers add up. They test whether you can think holistically about strategy, culture, synergy, and execution.

You might get a prompt like this:

“A global beverage company is considering acquiring a fast-growing health drink startup in Asia. Should they proceed with the acquisition?”

Strong candidates know this is not a simple yes or no. BCG wants to see whether you can structure the decision logically, prioritize key questions, and evaluate the move like a real strategic advisor would.

Great responses tend to follow this thought process:

Start by understanding the strategic goal of the acquisition.
Evaluate if the target company helps achieve that goal.
Look for synergies in product, market, or cost structure.
Analyze financials at a high level to see if the deal adds value.
Flag key risks like cultural mismatch, regulatory hurdles, or integration challenges.
And account for other deal-specific factors that may affect the decision.

You are not expected to build a discounted cash flow model. What matters more is showing you know what to look for and how to weigh trade-offs.

In M&A cases, the right answer requires both big-picture strategic thinking and practical business judgment. BCG is hiring for exactly this combination.

6. Growth Strategy (How Can the Company Grow Faster?)

What it tests: Strategic creativity, resource prioritization, and sustainable scaling

Growth strategy cases are among my favorites to coach because they allow you to show your strategic instincts. BCG watches these cases to see how you think about expansion, innovation, and scaling under constraints.

You might see a prompt like this:

“A mid‑sized consumer electronics brand wants to double revenue in three years. How would you propose they grow?”

The interviewer expects more than generic “grow more” advice. The challenge is to pick the right levers. Should you push into new geographies? Launch new products? Expand channels? All while being mindful of risk, execution, and resource limits.

Here’s how high performers approach it:

Start by clarifying the goal: Is it revenue, profit, market share, or brand strength?
Map out growth levers across dimensions: new markets, new products, pricing, channels.
Evaluate each lever for feasibility, risk, and impact.
Prioritize based on where the client has strengths or differentiated assets.
Build a rollout plan with quick wins and longer-term bets.
And think about other opportunities that might emerge in this client’s context.

Here’s a video packed with real-world strategic insights you can apply directly to growth cases:

30 Years of Business Knowledge in 2hrs 26mins (YouTube)

This video condenses decades of business experience into a practical, no-fluff guide. From launching products to marketing, raising capital, scaling globally, and selling your company, it gives you a full-spectrum view of how real businesses grow.

The goal is not just to propose ideas. It’s to show how you think through trade‑offs, prioritize actions, and build a roadmap that’s both ambitious and grounded. That’s exactly what BCG interviewers are evaluating in a growth strategy case.

7. Competitive Response (A Rival Is Attacking — Now What?)

What it tests: Agility, strategic defense, and market awareness

Competitive response cases test how well you think under pressure when the client is being challenged.

BCG loves these because they mimic real-life disruption scenarios where leadership teams need a clear and fast strategy. It could be a new entrant, a price war, or a rival launching a better product. Your job is to decide how to respond without panicking or overreacting.

A sample case might sound like this:

“Our client is a large grocery chain. A new discount player with lower prices and slicker branding has just entered its core markets. How should they respond?”

In cases like this, strong candidates resist the urge to “fight back” immediately. Instead, they step back and assess the threat. Is it a price? Is it experience? Is it something deeper, like supply chain efficiency?

Once you isolate the nature of the attack, you can propose targeted counter moves.

Here is how I encourage candidates to think through it:

Diagnose the competitor’s advantage: is it cost, product, customer loyalty, or speed?
Pressure test how exposed your client really is.
Evaluate defensive options: match, differentiate, or pivot to new ground.
Consider short-term containment and long-term repositioning.
Always factor in brand perception and customer loyalty.
And remain alert to other external dynamics that may shape the right response.

BCG wants to see that you do not just react emotionally.

They want measured, commercially sound judgment. The ability to keep your head clear and think strategically when a competitor makes a bold move is exactly what their teams do with clients and exactly what this case type reveals.

Further reading: How Long Should You Prepare for a Consulting Interview? (Realistic Timelines That Work)

By now, you’ve seen just how wide BCG’s case spectrum runs.

It’s normal to feel like you can’t possibly master all of them. That’s exactly where our Consulting Bootcamp helps. You get tailored drills and feedback so you can walk into any case confident and not overloaded.

8. Operations Optimization (Fix What’s Not Working Efficiently)

What it tests: Analytical depth, operational logic, and prioritization

Operations optimization cases are where many BCG candidates lose momentum. These cases test your ability to identify inefficiencies, think like a process owner, and recommend practical fixes that drive measurable results. The challenge is to stay structured while digging into messy, sometimes unfamiliar operational systems.

You might get a prompt like this:

“A global manufacturer is experiencing delays in customer deliveries and rising production costs. You’ve been asked to diagnose the root causes and propose improvements.”

This type of case is not about knowing Six Sigma or tossing out buzzwords. It is about asking smart, focused questions leading to the operational bottleneck.

Are machines underutilized?

Is inventory piling up?

Are labor costs rising due to overtime or rework?

Your job is to find out what is not flowing smoothly and offer tangible fixes.

Here are some things to check when working through operations cases:

Begin with the value chain and map each step from input to output.
Identify where waste or delays are occurring.
Quantify the cost or time impact of each inefficiency.
Recommend targeted improvements that are realistic to implement.
Prioritize changes based on ease and impact.
And explore other operational issues that might be hidden in the case.

Operations cases can feel less flashy than market entry or pricing, but they reveal your ability to think clearly and act like a business operator. The candidates who succeed here are the ones who stay calm, focus on root causes, and offer sharp, practical solutions.

That is exactly what BCG wants.

9. New Product Launch (Is This Product Worth Launching?)

What it tests: Strategic thinking, market insight, and commercial viability

BCG often uses new product launch cases to see how you handle open-ended ambiguity. These cases test your ability to balance creativity with business logic. You are not just brainstorming features. You are building a go-to-market plan and deciding whether the product should even exist in the first place.

You might hear something like this:

“A consumer electronics company is considering launching a smart home device to compete with Amazon and Google. You have been asked to assess whether this is a good idea.”

At first, it sounds exciting. But many candidates go wrong here. They jump straight to product features or customer benefits. BCG wants to see whether you can step back and assess commercial risk, competitive pressure, and execution feasibility.

Here are a few things to review when exploring new product launch cases:

Start with the market. Is there enough unmet demand or room to grow?
Size the opportunity using basic market sizing logic.
Analyze competitive dynamics and barriers to entry.
Assess the client’s internal capabilities to execute the launch.
Weigh risks like regulatory approval, pricing pressure, or supply chain complexity.
And factor in additional elements that could affect launch success.

New product cases are not about wild ideas. They are about realistic thinking under pressure. BCG wants to see that you can combine customer insight, financial logic, and strategic risk analysis to make a sound business call.

The candidates who do well here think like investors, not just marketers.

What it tests: Purpose-driven thinking, stakeholder awareness, and the ability to prioritize under constraints

These are some of the most misunderstood BCG case types.

While many candidates expect to focus on profit or market share, social impact and public sector cases flip the script. You are solving problems that involve people, policy, and long-term outcomes rather than just money.

A typical case might sound like:

“A major city is struggling with declining public transportation ridership. The mayor wants your team to help improve access and efficiency. What should they do?”

What makes these cases tricky is that there is rarely a single clear answer. You will need to manage competing interests, incomplete data, and multiple definitions of success.

Here is how top candidates think through it:

Define success metrics beyond profit, such as equity, accessibility, or environmental impact.
Identify the key stakeholders involved and understand their motivations.
Explore both short-term fixes and long-term structural changes.
Prioritize based on impact, feasibility, and available resources.
And adapt to other mission-specific factors relevant to the context.

Public sector cases are less about optimizing dollars and more about delivering outcomes.

BCG expects you to show empathy, systems thinking, and the ability to balance trade-offs. I have seen candidates succeed here not by being perfect, but by showing they can listen deeply, think holistically, and prioritize what matters most.

How to Practice These Case Types Without Relying on Frameworks?

If you have made it this far, you already know more than most candidates walking into a BCG interview. But now comes the harder part: turning that knowledge into performance.

I have seen many smart candidates fail not because they lacked preparation, but because they practiced inefficiently. They focused on memorizing frameworks or grinding through full cases without diagnosing their weak spots.

Let me walk you through a smarter way to prepare.

Start With the Case Types You Struggle With Most

You do not need to master all ten types at once. In fact, doing so usually leads to burnout or a shallow understanding. Instead, take an honest inventory.

Ask yourself:

Which case types made me pause or feel unsure while reading?
Where do I usually freeze in live practice: structuring, math, creativity?

Pick just two or three case types to start. Go deep, not wide.

Use Focused Drills Instead of Full-Length Cases

If you struggle with market sizing or pricing cases, running full daily interviews will not help much. You need to isolate the muscle, then train it.

Here are a few examples:

Practice mental math and percentage changes using business data sets.
Repeatedly break down one product pricing problem using different angles.
Set a timer and outline five different case structures in ten minutes.

This kind of targeted repetition builds agility far faster than passive practice.

Practice Structuring Aloud Every Day

Your structure is the first impression you make in a case.

BCG interviewers often decide within two minutes whether you sound like a sharp thinker or someone stuck in a textbook. Get into the habit of speaking your structure aloud. Use bullet points. Be clear, not fancy.

Try this drill:

Choose a case prompt
Take one minute to think
Speak your structure clearly, then stop

Record yourself if needed. Review. Improve.

Track Your Progress With a Simple Log

Most candidates do not reflect enough. After each practice session, write down three things:

What case type did you practice?
What tripped you up?
What has improved since last time?

This creates a feedback loop.

Over time, patterns emerge. You will know when to shift to new case types or double down where you still feel shaky.

A Real Example From a Candidate I Coached

One candidate I worked with felt overwhelmed by the breadth of BCG’s cases. Instead of chasing perfection, we picked three case types she was weak in: growth strategy, operations, and pricing.

Over two weeks, she did nothing but drills in those three areas. She practiced structuring out loud every morning and logged every session.

By week three, her confidence had tripled. She could spot case types instantly and knew exactly how to begin. When the final round came, one of her interviews was a pricing problem, and she handled it without missing a beat.

She got the offer.

The bottom line?

You do not need more practice hours.

You need smarter reps and sharper reflection. Skip the frameworks. Learn to think the way BCG wants you to: with clarity, logic, and flexibility. That is what separates those who prepare from those who perform.

What BCG Interviewers Are Really Looking for in Your Thinking?

Most candidates get too focused on cracking the case type, thinking that if they say the right buzzwords or build a clean structure, they will pass. But that’s not how BCG interviews work. The case is just the delivery system. What they are actually testing is how you think.

I have coached candidates who gave technically correct answers but still didn’t move forward. Why? Because they didn’t think like a consultant. They were solving the math, not the problem.

The truth is, BCG interviewers are not looking for perfection. They are looking for:

Clarity under pressure
Curiosity about the client’s business
Willingness to think out loud and adjust
Logical thinking, not rehearsed structures
An ability to simplify complexity for a real-world client

If you want to stand out, your goal is not to get it right.

Your goal is to show how you think when the situation is messy and uncertain, because that is exactly what BCG consultants deal with on real projects.

Here is a breakdown of what BCG is really watching for, and how mastering case types helps you demonstrate these traits naturally:

What BCG Values	What It Looks Like in the Interview	How Case Types Help You Practice It
Clear, Logical Thinking	You structure problems from scratch, not from memorized frameworks	Case types train you to break unfamiliar problems into parts
Coachability	You adapt your thinking when new data or feedback is introduced	Practicing across cases builds your flexibility in real time
Strategic Curiosity	You ask smart questions that get to the heart of the issue	Each case teaches you what kinds of questions unlock insight
Comfort with Ambiguity	You stay calm and focused even when things feel vague or incomplete	Realistic case types prepare you for open-ended problem solving
Communication Under Pressure	You explain your thinking clearly and concisely while solving	Repeating case types helps you refine how you speak and think

When I work with clients who land offers at BCG, they are rarely the ones who memorize the most. They are the ones who think with the interviewer, not at them.

So if you are training on these 10 case types, don’t just aim to get through them. Use them to build the real muscle BCG evaluates: structured, adaptive, and clear thinking.

Also checkout: How to Learn About Different Industries for Case Interviews (Even Without Experience)

Ready to Go Beyond Just Knowing the Case Types?

If you’re preparing for consulting interviews, identifying the case type is only one piece of the puzzle. What truly sets top candidates apart is how they deliver, not just what they say, but how they think, solve, and communicate.

You’ve now seen how BCG’s most common case types work and what each one is designed to test. But real success comes from weaving it all together into a clear, confident strategy, across every part of your interview.

If you want structured, expert guidance to help you get there, you don’t need to do it alone.

At High Bridge Academy, our coaches are all former MBB consultants who’ve helped hundreds of candidates convert interviews into real offers. We’d love to support you, too. Whether you’re stuck on case performance, behavioral storytelling, or just need someone to pressure-test your strategy, we’re here to help you move from interview prep to offer prep.

Let’s get you there!

10 Most Common Types of Cases Applied in BCG Interviews

Flavio Soriano