Ever wonder what type of case you’ll get in your consulting interview, and worry it might be one you’ve never seen before?

You’re not alone.

One of the biggest fears I hear from candidates I coach is this: “What if I blank on a case type I didn’t prepare for?”

The truth is, consulting firms aren’t looking for perfect frameworks; they’re looking for how you think. And most case types follow patterns you can learn to recognize and handle calmly.

I’ve helped dozens of candidates face interviews at McKinsey, BCG, Bain, and more, even when the case felt unfamiliar. It’s not about memorizing everything. It’s about training your brain to stay structured, curious, and calm under pressure.

Once you understand what each case type is really testing, you can stop guessing and start preparing like a strategist.

In this blog, we’ll cover:

• What each major case type actually evaluates in candidates
• How to recognize and handle each one under interview pressure
• How to shift your prep from guessing to deliberate, skill-based strategy

Let’s break down the 15 types of cases you’re most likely to face, and how to handle each one confidently.

Why Knowing Case Types Gives You a Real Advantage?

If you’ve ever thought, “What if I get a case I’ve never practiced?”, you’re already thinking like 80% of candidates.

And here’s the good news: you’re not expected to have seen every single case. In fact, case interview performance correlates more strongly with how candidates approach unfamiliar problems than with how many cases they’ve memorized.

That’s a massive mindset shift, and a real advantage once you understand it.

I’ve repeatedly seen that once a candidate recognizes the type of case they’re in, whether it’s profitability, market entry, or something trickier, their thinking becomes more structured almost immediately. The panic fades. They stop searching for the “right framework” and start breaking the problem down logically.

Here’s the truth: consulting firms aren’t testing your memory, they’re testing your thinking. They want to see:

• How do you define ambiguous problems?
• How do you structure a messy situation into clean steps?
• How do you adapt under pressure without freezing?

The most prepared candidates I’ve coached weren’t the ones who drilled 200 cases. They were the ones who trained their brain to recognize case types quickly and respond with calm, logical analysis, even when the case looked unfamiliar on the surface.

Knowing the core case types isn’t about pattern-matching your way to a job offer.

It’s about getting your mind into problem-solving mode faster, with less guesswork and more confidence, and that’s exactly what top firms reward in the room.

Also read: The Ultimate Guide to Casebooks for Consulting: Mastering Your Interview Preparation

15 Consulting Case Types (and What Each One Is Really Testing You On)

You don’t need to memorize 100 frameworks, but you do need to know what kind of case you’re walking into.

From all the interviews I’ve helped candidates navigate, I’ve found that most case prompts, no matter how different they seem on the surface, fall into one of these 15 categories. Each one tests a specific aspect of how you think, solve, and communicate.

Here’s a quick preview of the most common case types you’ll likely encounter:

1. Profitability Decline: Pinpoints whether you can find root causes fast
2. Market Entry: Tests strategy, market logic, and risk awareness
3. Mergers & Acquisitions: Challenges your integration thinking and judgment
4. Market Sizing (Estimation): Measures structured math and assumption clarity
5. New Product Launch: Evaluates customer-first thinking and GTM planning
6. Pricing Strategy: Assesses creativity, logic, and financial modeling
7. Growth Strategy: Looks at vision, prioritization, and scalability
8. Operations Optimization: Probes process efficiency and lean mindset
9. Capacity Expansion: Tests investment logic and demand forecasting
10. Organizational/HR Cases: Looks at leadership, incentives, and change management
11. Risk Assessment: Evaluates judgment and strategic decision-making under pressure
12. Non-Profit / Social Impact: Tests mission-aligned thinking and constraint handling
13. Turnaround Strategy: Assesses prioritization and business survival skills
14. International Expansion: Probes global awareness and local tradeoffs
15. Wildcard / Unusual Cases: Reveals flexibility, structure, and live problem-solving

Each requires a different mental gear. In the next sections, I’ll walk you through what each one tests, how to recognize it, and how to approach it with clarity.

Let’s start with the one that shows up more than any other: Profitability Decline.

1. Profitability Decline: The Most Common Case That Trips People Up

You walk into the interview, the case starts, and the prompt hits: “Our client’s profits have dropped. Can you help figure out why?”

Sound simple?

That’s what most candidates think, until they dive in and quickly get lost in a dozen different directions. I’ve seen this exact moment throw even the most prepared applicants off their game. Why?

Because they assume they already know what’s going on, and forget to slow down and structure.

Here’s the reality: profitability decline cases are not about being good at finance; they’re about thinking like a business problem-solver.

What this case is testing:

• Can you break a messy financial issue into clean parts?
• Can you resist guessing and instead isolate the root cause?
• Can you ask sharp, focused questions without spinning?

How to succeed:

• Start by asking the right question: “Is the problem on the revenue side, cost side, or both?”
• Segment everything: Revenue from Product A might be fine. Product B might be tanking. You won’t see it unless you break it down.
• Clarify time and context: Did the problem happen recently? Gradually? After a big event?
• Stay calm with numbers: You’re not solving for perfection; you’re logically showing how you approach a messy decline.

I’ve noticed this in coaching dozens of successful candidates: once you identify the right part of the business to investigate, everything else gets easier. Don’t rush to solve; slow down to isolate.

That’s what real consultants do.

2. Market Entry: More Than Just “How”, Ask “Should We?”

“Your client is considering entering a new market. What would you advise them to do?”

That’s the typical prompt, and it sounds straightforward.

But here’s where many candidates fall into the trap: they launch into a long checklist of factors without ever asking the most important question first: “Should they even enter this market?”

The interviewer wants to see if you understand both opportunity and risk and whether you can evaluate fit, not just market size.

What this case is testing:

• Can you estimate the potential of a new market logically?
• Can you spot hidden risks and barriers to entry?
• Do you think like an advisor, not a checklist machine?

How to succeed:

• Zoom out before zooming in: Ask: “Why this market? Why now?”
• Always question feasibility: Even if the market is huge, can your client win there? Do they have the capabilities, supply chain, or local insight to compete?
• Evaluate risk early: Consider cultural, legal, or competitive risks, not just financial ones.
• Don’t skip the alternatives: Could the same investment yield more value somewhere else? Great candidates weigh tradeoffs, not just green lights.

What I’ve seen with top-performing candidates is that they bring a founder mindset to market entry. They don’t just analyze; they challenge, prioritize, and weigh risk like someone whose own money is on the line.

3. Mergers & Acquisitions: It’s Not Just About the Numbers

“Your client is considering acquiring another company. Should they do it?”

Many candidates show strong math but weak judgment in M&A cases. They get excited about synergy numbers and ROI projections, but completely overlook the deeper question: “Will this actually work in real life?”

I always tell the candidates I coach that M&A is about integration, not just spreadsheets. The firm is watching to see if you can balance opportunity with execution risk.

What this case is testing:

• Can you think beyond financials and assess strategic fit?
• Do you understand how two businesses merge operationally and culturally?
• Can you identify risks that don’t show up in the Excel model?

How to succeed:

• Go beyond the deal: Don’t just ask, “Is this a good investment?” Ask, “Can this be executed well?”
• Call out cultural risks: Leadership clashes, incompatible processes, or brand dilution can destroy more value than a bad valuation.
• Check for overlap: Are synergies real, or are they just theoretical? Make sure you understand where value is created and where it could be lost.
• Ask operational questions. “Can our systems integrate?” “Will talent stick around post-acquisition?” These show real-world thinking.

I’ve noticed that great M&A candidates don’t just chase the upside; they protect against the downside. Consulting firms trust this kind of thinking when giving multi-billion-dollar advice.

4. Market Sizing: It’s Not About the Number, It’s About Your Thinking

“Estimate the annual revenue of the U.S. pet food market.”

Market sizing questions are deceptively simple. You’re not being tested on getting the exact number; you’re being tested on how you get there.

I always remind candidates that consultants rarely have perfect data. So firms want to see if they can make smart assumptions, stay structured, and stay calm when there’s no obvious formula to follow.

What this case is testing:

• Can you break down big questions into smaller, manageable pieces?
• Are you comfortable working with rough numbers under pressure?
• Can you explain your logic clearly without freezing?

How to succeed:

• Use logical buckets: Break the problem down by segment, geography, or customer type. For example: “Let’s estimate the number of households with pets, and how much they spend monthly.”
• Say your assumptions out loud: Even if they’re wrong, what matters is that they’re reasonable and well-explained.
• Sanity-check your answer: Does your final number feel right? Compare it to real-world anchors if possible.
• Keep it flowing: Interviewers don’t expect perfection; they want to see structure, calmness, and common sense.

The strongest candidates don’t overthink these. They keep it simple, logical, and confidently messy. That’s exactly what consultants do in real-world projects, especially when there’s no clear data.

Also read: Case Interview Examples: The Ultimate Guide for Consulting Candidates

5. New Product Launch: Can You Design a Smart Launch Strategy, Not Just a Great Idea?

“Your client wants to launch a new product. What should they think about?”

At first, this case can feel exciting; finally, something creative!

But I’ve seen plenty of candidates fumble here because they treat it like a marketing checklist. In reality, this case is about disciplined thinking across multiple moving parts: customer demand, product fit, internal capabilities, and business impact.

Consulting firms want to see if you can think like a strategist with a product builder’s mindset.

What this case is testing:

• Can you connect user insight with business value?
• Do you recognize internal constraints, not just external opportunity?
• Can you weigh tradeoffs between growth, risk, and resource allocation?

How to succeed:

• Clarify the customer problem first: What pain is this solving? Who’s underserved today? This anchors every downstream decision.
• Pressure-test the business fit: Does the client have the supply chain, team, and funding to deliver at scale?
• Be alert to cannibalization: Could this product hurt existing sales or confuse the brand? Smart candidates surface this before being asked.
• Map launch complexity: Distribution, pricing, positioning, support; great answers move beyond “just launch it.”

The strongest candidates I’ve coached take this case beyond the surface. They frame the launch as a strategic investment decision, not a creative brainstorm.

That shift alone puts them in the top tier.

6. Pricing Strategy: Can You Stay Sharp When There’s No Obvious Answer?

“Your client is launching a new product. How should they price it?”

Sounds simple, until you realize there’s no single “right” price.

This case isn’t about solving an equation; it’s about balancing value, volume, and risk in a world full of unknowns. What the interviewer wants to know is: Can you make smart tradeoffs in ambiguity?

I’ve coached many candidates who freeze on this one because they try to “calculate” the price. But real consultants don’t guess, they guide.

And that starts by asking smarter questions.

What this case is testing:

• Can you understand how pricing impacts customer behavior and business outcomes?
• Do you think across financial, competitive, and brand dimensions?
• Are you comfortable making calls when data is fuzzy?

How to succeed:

• Clarify the goal first: Are we trying to maximize profit, drive adoption, or position as premium? Pricing depends on purpose.
• Segment your thinking: Different customer groups may respond to different price points; don’t treat them as one blob.
• Anticipate reactions: What will competitors do? How will existing customers feel? Strong answers show awareness of market dynamics.
• Test for feasibility: Can the client actually deliver at this price while still hitting margin targets?

Top candidates don’t just pick a price; they justify it clearly, challenge it logically, and adapt it in real time. That’s what pricing strategy is in real life, and that’s exactly what firms want to see.

7. Growth Strategy: Can You See the Big Picture and Build the Plan?

“Your client wants to grow. What’s the best way forward?”

It’s a classic, and deceptively open-ended prompt.

Many candidates respond with buzzwords like “expand channels” or “increase sales” without showing any real structure. But here’s what I’ve learned from coaching candidates into top firms: growth strategy isn’t about throwing ideas at the wall but prioritizing what actually moves the needle.

Consulting firms are testing whether you can take a broad ambition and translate it into a clear, actionable path, while managing tradeoffs along the way.

What this case is testing:

• Can you frame and prioritize multiple growth options?
• Do you distinguish between fast wins and sustainable plays?
• Are you able to think across internal capabilities and external opportunities?

How to succeed:

• Start by asking: “Organic or inorganic?” Are we growing from within (new products, new markets), or through acquisitions, partnerships, or investments?
• Clarify constraints: Do we have capital? Talent? Time? Smart candidates don’t recommend what can’t be executed.
• Zoom in on levers: Think channels (online/offline), customer segments, pricing models, partnerships, growth can come from unexpected places.
• Balance now vs. next: What gets traction this quarter? What builds scale long-term?

The best candidates I’ve worked with approach growth like they’re building a roadmap, not just a wishlist. That ability to frame, prioritize, and challenge ideas?

That’s pure consulting gold.

8. Operations Optimization: Can You Improve What Isn’t Obviously Broken?

“Your client wants to make operations more efficient. Where do you begin?”

This is one of the most quietly difficult case types. There’s no explosive problem, no dramatic drop in revenue, just a creeping sense that the business isn’t running as smoothly or profitably as it should.

What consulting firms are looking for here is subtle: Can you diagnose invisible friction? Can you balance improvement with practicality?

You’re not redesigning the whole machine, you’re tightening the parts that matter most.

What this case is testing:

• Can you think in terms of flow, capacity, and resource alignment?
• Do you recognize that not all inefficiencies are worth fixing?
• Are you able to separate low-impact noise from high-impact fixes?

How to succeed:

• Start with the client’s pain point: What exactly feels “inefficient” to them; time, cost, speed, quality? That focus matters.
• Prioritize by business value: Just because something is slow doesn’t mean it’s worth fixing. Choose what improves margins or customer experience.
• Look for a mismatch: Is labor overused in one step and underused in another? Are systems aligned with actual demand?
• Avoid over-engineering: The best answers find realistic upgrades, not idealistic rebuilds.

What I’ve seen in real interviews is that candidates who stay grounded in business impact, not process perfection, stand out.

Operational strategy is often about restraint, not reinvention.

Further reading: How to Keep Improving at Case Interviews? Step-by-Step Guide

9. Capacity Expansion: Can You Grow Without Overbuilding?

“Your client is thinking about expanding capacity. Should they do it?”

This case type often catches candidates off guard because it sounds like an operations case, but it’s really a test of strategic planning. The firm wants to know if you can think like an investor, not just an operator.

It’s not about whether capacity can be expanded; it’s whether it should be, when, and by how much. You’re being evaluated on your ability to balance risk, cost, and timing, and build a case that’s grounded in business logic, not optimism.

What this case is testing:

• Can you connect operational growth to actual business needs?
• Do you know how to weigh tradeoffs between investment and demand?
• Can you think in realistic timelines, not just ideal outcomes?

How to succeed:

• Challenge the premise early: Ask, “What’s driving this need to expand, and is it temporary or sustained?”
• Model supply vs. demand clearly: Use basic math to check if current capacity is already close to breaching limits.
• Account for variability: Seasonality, pricing pressure, and market shifts all affect whether expansion pays off.
• Layer in financials: What’s the upfront cost? Payback period? Utilization thresholds? Firms want to see business sense, not just math.

The top candidates I’ve worked with approach capacity cases like decision-makers. They treat expansion as a risk-managed investment, not just a way to scale.

10. Organizational & HR Cases: Can You Solve Problems That Aren’t on a Spreadsheet?

“Your client is facing internal friction: productivity is down, morale is shaky, and teams aren’t aligned. What do you recommend?”

This type of case doesn’t rely on numbers but on your ability to read between the lines. Consulting firms use these prompts to test your understanding of culture, communication, and leadership.

And here’s the truth: most candidates struggle here because they underestimate the complexity of people problems. They jump to reorganizing the structure or adding new roles, without ever asking WHY things broke down in the first place.

What this case is testing:

• Can you navigate ambiguity in human behavior and team dynamics?
• Do you think holistically: structure, incentives, leadership, and morale?
• Can you link people’s challenges back to real business impact?

How to succeed:

• Start with the root cause: Is the issue misaligned incentives? Poor communication? Lack of clarity or trust? Diagnose before prescribing.
• Acknowledge the emotional layer: Change creates fear, resistance, and uncertainty, even in high-performing teams.
• Balance structure and support: Don’t just recommend a reorg. Think about how leaders can reinforce culture, expectations, and feedback loops.
• Make it business-relevant: Ask, “How is this issue affecting performance, retention, or delivery?” Keep people solutions tied to outcomes.

What I’ve seen in standout candidates is emotional clarity. They’re not trying to ‘fix people’, they’re helping the system work better for the people in it.

And that’s exactly how consulting partners approach these cases.

11. Risk Assessment: Can You Think Three Steps Ahead?

“Your client is facing uncertainty. What risks should they consider, and how should they respond?”

This case type isn’t about predicting the future; it’s about preparing for it.

Interviewers are watching how you respond to ambiguity when outcomes aren’t guaranteed. They want to see whether you anticipate problems before they escalate, and whether you make decisions with the full picture in mind.

Where do most candidates go wrong?

They name risks but don’t prioritize them, or worse, pretend they’re not a concern.

What this case is testing:

• Can you identify risks across different parts of the business?
• Do you know which issues deserve immediate attention, and which don’t?
• Are you comfortable exploring consequences without losing momentum?

How to succeed:

• Categorize early: Call out risks across operations, finance, compliance, brand, or talent, whichever are most relevant to the case.
• Prioritize fast: Ask: “What could derail this plan completely? What’s manageable with the right controls?”
• Propose targeted responses: Don’t solve everything. Flag the top 1–2 risks and explain how you’d reduce their impact.
• Stay grounded: Your role is to keep momentum, not freeze progress. Good judgment includes knowing when to move forward with caution.

Strong candidates don’t get stuck in hypotheticals; they show how to move forward with clarity, even when risk is part of the equation.

12. Non-Profit & Social Impact Cases: Can You Solve Without Chasing Profit?

“Your client is a non-profit organization looking to improve outcomes. What’s the best approach?”

This case type flips the script.

There’s no market share to grow, no EBITDA to boost.

Instead, you’re being tested on your ability to think in terms of purpose, tradeoffs, and limited resources. That requires a different mindset, one focused on creating value when money isn’t the only measure.

Candidates often struggle here because they rely on commercial instincts. But in social impact work, success isn’t about maximizing; it’s about optimizing within real-world constraints.

What this case is testing:

• Can you define meaningful success without using financial KPIs?
• Do you understand how to allocate scarce resources effectively?
• Are you capable of designing solutions that work in constrained, complex environments?

How to succeed:

• Redefine success upfront: Think about the lives impacted, service quality, outreach growth, and more, not just the dollars.
• Balance effectiveness with feasibility: Is the solution achievable with existing staff, funding, or infrastructure?
• Think stakeholder-first: How will this affect beneficiaries, donors, and partners? Value looks different to each.
• Prioritize impact per dollar: In many cases, cost-effectiveness matters more than total scale.

Strong candidates stand out here because they are backed by empathy and structure. They solve for impact, not just outcomes, and keep their thinking grounded in what’s possible.

13. Turnaround Strategy: Can You Fix What’s Failing Without Overpromising?

“Your client is in trouble: sales are down, costs are up, and the clock is ticking. What should they do?”

This is where the pressure really kicks in. Turnaround cases test whether you can prioritize fast, think cross-functionally, and deliver a game plan that stabilizes the business before chasing long-term growth.

And here’s the catch: you’re not being asked to save the company with one big move; you’re being asked to apply discipline, focus, and realism when the stakes are high.

What this case is testing:

• Can you separate urgent issues from important ones?
• Do you know how to stop the bleeding before pitching bold ideas?
• Can you balance operational, financial, and morale-related solutions?

How to succeed:

• Stabilize first: Ask: What’s the immediate threat, cash flow? Delivery delays? Customer churn? Fix what keeps the lights on.
• Find cash-positive moves: Look for pricing adjustments, contract renegotiations, or cost cuts that deliver quick results.
• Address team morale: Operational fixes often fail if culture is broken; smart candidates don’t ignore internal dynamics.
• Avoid silver bullets. Turnarounds are rarely solved by one decision. Offer a short-term playbook with milestones.

Strong candidates handle this case with urgency and calm. They don’t pitch perfect plans; they prioritize survival, rebuild confidence, and earn the right to grow.

14. International Expansion: Can You Think Global and Act Local?

“Your client is planning to expand into a new country. What should they consider?”

This case type may look like a strategy question on the surface, but underneath, it’s a test of your global awareness, execution instincts, and judgment on timing. It’s not just about identifying the biggest market; it’s about deciding whether your client is truly ready to compete there.

What top candidates understand is that expansion adds complexity, not just opportunity, and success often depends on what doesn’t show up in a spreadsheet.

What this case is testing:

• Can you assess international markets beyond size alone?
• Do you recognize the operational and cultural barriers to entry?
• Are you thinking like someone responsible for making it actually work?

How to succeed:

• Start with “Why now?”: What’s driving this move: saturation at home, competitor pressure, cost advantages abroad?
• Dig into country-specific dynamics: Look at regulatory risks, cultural fit, customer behavior, and logistical infrastructure.
• Compare home vs. host: What strengths will carry over? Where might the client struggle?
• Balance local adaptation with global scale: The best expansions don’t just copy-paste strategy; they customize to win.

The best-performing candidates take this case seriously because international missteps are expensive. Their answers reflect not just ambition, but readiness.

Further reading: What Questions to Ask at the End of an Interview?

15. Wildcard & Unusual Cases: Can You Think on Your Feet When There’s No Playbook?

“You’re a toy company… and sales of your top product just spiked in retirement homes. What’s going on?”

Yes, that was a real case. And yes, it threw the candidate off at first.

Wildcard cases are rare, but when they show up, they’re unforgettable. These prompts test something you can’t memorize: how well you think when the problem doesn’t fit any pattern.

Consulting firms want to see if you stay grounded, curious, and composed when you’re in uncharted territory.

What this case is testing:

• Do you have the confidence to build a structure from scratch?
• Can you think in real time, not rely on memorized playbooks?
• Are you comfortable exploring, revising, and adapting without losing momentum?

How to succeed:

• Don’t panic, slow down: The interviewer isn’t trying to trick you. They’re testing how you respond to novelty.
• Talk through your logic clearly: Narrate your assumptions and how you’d test them. This gives the interviewer visibility into your thinking.
• Use live problem-solving: Make a hypothesis, test it against new info, and adjust as needed, just like real consulting work.
• Stay curious, not rigid: Creativity with logic is the skill they’re really looking for.

Candidates who shine in these cases aren’t perfect; they’re composed, curious, and intellectually agile. And that makes them feel like future consultants, even without a polished answer.

What If I Get a Case I Haven’t Practiced Before?

This is the moment that keeps most candidates up at night:

“What if I walk into the interview and get a case I’ve never seen before?”

I’ve heard this fear from dozens of people I’ve coached, and it’s completely valid. When you’re under pressure, unfamiliarity can feel like failure. But here’s what I always remind them: you’re not being tested on how many cases you’ve practiced, you’re being tested on how you think.

What firms are actually evaluating:

• Can you stay calm when the problem looks unfamiliar?
• Do you apply logic, structure, and communication, even when you’re off-script?
• Are you able to break down messy situations without relying on memorized tools?

The truth is, consulting interviews aren’t about frameworks; they’re about mental agility. Most interviewers know within five minutes whether you’re thinking like a consultant, even if you’ve never seen that specific case type before.

How do top candidates handle the unknown?

• They slow down, not speed up: When something feels unfamiliar, they don’t panic, they clarify the objective and start outlining key components out loud.
• They recognize case “styles,” not titles: Is this about fixing something? Entering somewhere? Evaluating risk? That pattern recognition is often enough to guide your first few steps.
• They narrate clearly: Even if the answer is evolving in real time, strong candidates make their thinking visible, and that’s what firms reward.
• They stay structured, even if the content is messy: That calm, logical scaffolding is exactly what your interviewer is looking for when things feel uncertain.

In real consulting work, you won’t get handed a tidy prompt with a label like “Market Entry.” 

You’ll get chaos, and be expected to bring clarity. That’s what interviews simulate. Not your ability to memorize the perfect framework, but your ability to think clearly when no one else can.

Ready to Go Beyond Just Knowing the Case Types?

Recognizing the 15 case types is a huge step, but let’s be honest: awareness alone won’t get you the offer.

Cracking consulting interviews means showing up with structure, strategy, and stories that reflect how consultants actually think. From the opening math problem to the closing “any questions for us?”, every part of your performance needs to show intent, not just preparation.

If you’re preparing seriously and want to work with people who’ve been on the other side of the table, we can help.

At High Bridge Academy, our programs are developed and delivered by 60+ ex-McKinsey, BCG, and Bain consultants who’ve helped hundreds of candidates turn tough interviews into top-firm offers.

Want to build a custom plan around your background, goals, and timeline?

Let’s talk.

We’ll help you build clarity, confidence, and a strategy that actually works.