This lesson teaches how to drive market entry prompts from the opening structure through the recommendation.
Market entry cases are a standard strategy format because they combine:
They test whether you can make a strategic decision under uncertainty rather than simply analyze a current business problem.
A market entry case usually asks:
The core logic usually includes:
When a client wants to enter a new country, category, or customer segment, your job is not just to prove the market is large.
You need to determine whether the client can win there at attractive economics and with acceptable risk.
Determine whether the case is about:
Look at:
Ask whether the client has:
Evaluate:
Compare:
Prompt:
"A regional bank wants to expand into a new country."
A strong candidate might structure the case into:
They would likely compare organic entry with partnership or acquisition rather than assuming one default approach.
A strong candidate:
A weaker candidate often:
Large, fast-growing markets can still be poor entry choices if the client lacks an edge.
How the client enters often changes economics and risk substantially.
Regulation, localization, talent, and channel access often determine whether the strategy works.
A healthcare provider is considering entry into a new APAC market. What would you want to understand before recommending entry?
"I would structure the decision into four areas: market attractiveness, client fit, economics, and entry risks or mode. First, I’d assess whether the market is large, growing, and profitably accessible. Second, I’d test whether the client has the capabilities and right to win locally. Third, I’d evaluate the economics after entry costs and operating realities. Finally, I’d compare entry options such as organic build, partnership, or acquisition before making a recommendation."
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