Enter a market
Where and how should we compete?
3 case types ↓Recruiting / Case atlas
Every case starts with a business problem.
Find the problem. Follow the economics. Build your answer. Six starting points organize this guide; each opens to two or three case types with one diagram, a scratch sheet and a timed recommendation.
The casebook pattern map
Find your next practice move.
Pick a pattern → find the cases → try a focused drill.
212indexed casebook entries
10book editions
12math moves to practice
211 sections available · 16 qualitative · 1 source missing.
Where the math concentrates
Your next practice move
Think through the case →See the flow across books
Band width counts case-to-pattern memberships. A case with two tags contributes twice. Use the bars above for exact counts and keyboard-friendly selection.
Cases behind this pattern
Sources, classification and limits
All 212 entries have case-type labels: 145 from author indexes and 67 from editorial review of case objectives. Some entries have more than one type. Entries are counted within each edition; repeated scenarios across books are not deduplicated.
195 entries have math practice links. Math links identify selected practice moves from the extracted case sections. They are not an exhaustive inventory of every operation or a validation of every source answer. “Qualitative” means no isolated math drill assigned. BB Lanches is in Tuck’s index, but its case pages are absent from the archived file; it is excluded from math counts.
References below use physical PDF pages, which can differ from printed page numbers. Case prompts and solutions remain in their original restricted sources. The short drills here are original fictional examples. Archive reviewed November 3, 2026.
Frequency helps choose broad practice; your own mistakes should decide what to repeat. A common framework is not automatically the best answer. Check your reasoning against the rubric →
Level 0 · what are you trying to solve?
Pick the bucket that sounds like the client.
You do not need to know a framework exists to find it. Open a bucket to see its case types; the path back stays above you.
Problems / Enter a market
Demand you can reach, economics that pay back, and a credible way to win.
Market entry
Should we enter this market, and how?
Attractiveness → Economics → Ability to winOpen guide →Market sizing
How much demand or revenue could exist?
Define scope → Build the estimate → Cross-checkOpen guide →Competitive response
How should we respond to a rival or a disruption?
Threat → Position → ResponseOpen guide →Problems / Grow revenue
More customers, more purchases, more value per purchase, then the adjacencies.
Growth
Where should growth come from?
Core business → New opportunities → PrioritizeOpen guide →Pricing
What price, or what pricing model, should we choose?
Customer value → Economics → Market & rolloutOpen guide →Market sizing
How much demand or revenue could exist?
Define scope → Build the estimate → Cross-checkOpen guide →Problems / Improve profitability
Locate the revenue or cost change first, then explain what caused it.
Profitability
Why did profit fall, and how do we recover it?
Revenue → Costs → Recover profitOpen guide →Pricing
What price, or what pricing model, should we choose?
Customer value → Economics → Market & rolloutOpen guide →Turnaround
How do we stabilize and rebuild a struggling business?
Stabilize → Diagnose → RebuildOpen guide →Problems / Improve operations
Map the process, find the constraint, compare the fixes.
Problems / Evaluate a deal
Value created, price paid, and whether the buyer can deliver it.
Problems / Something else
Size a market, answer a rival, stabilize a business.
Market sizing
How much demand or revenue could exist?
Define scope → Build the estimate → Cross-checkOpen guide →Competitive response
How should we respond to a rival or a disruption?
Threat → Position → ResponseOpen guide →Turnaround
How do we stabilize and rebuild a struggling business?
Stabilize → Diagnose → RebuildOpen guide →One journey, every case
Recognize, structure, solve, recommend.
Every guide runs the same four chapters, so the second case feels like the first. Each move has a standard: what good looks like, and the check on your next rep.
Previously covered
What has already been worked through.
Everything the club and Harper have run so far, by bucket, with the date and where it lives. Search here before asking who sent what.
- Should Caesars re-sign Penn & Teller?Evaluate a deal
A one-year decision: an $18m baseline against a $16.2m first-year alternative, then a brainstorm and a recommendation.
Club case workshop demonstration (Wharton 2017 casebook) - Orange Retailer: apparel market entry in Latin AmericaEnter a market
Prompt recap, clarifying questions, a two-and-a-half-minute framework, then the numbers. Log your own version in the case log.
Club case workshop breakout - Ten-minute framework exercise: café profitImprove profitability
Structure, analyze, synthesize on synthetic café math; three adaptive framework starters.
Harper practice - Case generator & coaching worksheetSomething else
Original practice cases with worked math, exhibits and number sense.
Harper practice
Your own cases: the private case log in My Harper. The company stories, framework library and paper lab live in the strategy notebook above.