Retail and consumer goods case archetypes are six recurring patterns — store profitability, omnichannel strategy, private label vs. branded, category management, supply chain optimization, and market entry — that account for roughly 25-30% of MBB interviews. Identifying the archetype within the first two minutes lets you deploy a tailored framework instead of a generic one.
Retail and consumer goods cases collectively account for roughly 25-30% of MBB first-round interviews, based on our analysis of candidate interview data. The challenge is not industry knowledge alone — it is recognizing which archetype you are facing within the first two minutes so you can deploy the right analytical lens. Misidentifying the archetype leads to a framework that feels generic rather than tailored, which is the single most common reason candidates receive “average” ratings on retail cases.
The 6 Core Archetypes
Every retail and consumer goods case you encounter maps to one of these six patterns. Once you identify the archetype, the analytical approach becomes clearer.
| Archetype | Typical Prompt | Key Analytical Lens | Primary Metric |
|---|---|---|---|
| Store Profitability | “Same-store sales have declined 8% over two years” | Revenue decomposition (traffic x conversion x basket size) | Same-store sales growth (comp) |
| Omnichannel Strategy | “Should the client launch an e-commerce channel?” | Channel economics comparison, cannibalization analysis | Customer lifetime value by channel |
| Private Label vs. Branded | “Should the retailer expand its private label line?” | Margin analysis, brand equity trade-offs, supplier dynamics | Gross margin per linear foot |
| Category Management | “How should the client optimize its beverage assortment?” | SKU rationalization, planogram economics, supplier negotiation | Revenue per SKU, inventory turns |
| Supply Chain Optimization | “Distribution costs have risen 15% year-over-year” | End-to-end cost mapping, last-mile economics, inventory positioning | Cost per unit delivered, days of inventory |
| Market Entry / Expansion | “Should this CPG brand enter Southeast Asia?” | Market attractiveness, route-to-market options, regulatory landscape | Market size, distribution coverage |
Rapid Archetype Identification
The first question to ask yourself after hearing the prompt: is this about a retailer or a brand/manufacturer? That single distinction narrows the likely archetype immediately.
flowchart TD
A[Case Prompt Received] --> B{Retailer or Brand?}
B -->|Retailer| C{Revenue or Cost Issue?}
B -->|Brand/CPG| D{Existing or New Market?}
C -->|Revenue| E{Store-level or Assortment?}
C -->|Cost| F[Supply Chain Optimization]
E -->|Store-level| G[Store Profitability]
E -->|Assortment| H[Category Management]
D -->|Existing| I{Channel or Portfolio?}
D -->|New| J[Market Entry / Expansion]
I -->|Channel| K[Omnichannel Strategy]
I -->|Portfolio| L[Private Label vs. Branded]
Approach Guide by Archetype
Store Profitability
Decompose revenue into traffic, conversion rate, and average basket size before touching costs. In our experience working with retail cases, candidates who jump straight to cost-cutting miss the revenue-side story roughly 60% of the time. Ask whether the decline is across all stores or concentrated — geographic segmentation often reveals that 20-30% of locations drive the entire shortfall. See our profitability case framework for the full analytical structure.
Omnichannel Strategy
Never frame this as “online vs. offline.” The real question is how channels interact. Quantify the cannibalization rate (typically 15-25% for grocery, 30-40% for apparel based on industry benchmarks), then compare fully loaded unit economics including fulfillment costs, return rates, and customer acquisition cost by channel.
Private Label vs. Branded
Retailers earn 30-50% gross margins on private label versus 20-30% on branded equivalents, but the decision involves more than margin arithmetic. Assess category-level traffic effects — consumers often visit a store specifically for branded items in certain categories (beverages, baby care) while treating others as commodity purchases (paper goods, cleaning supplies).
Category Management
This archetype tests your ability to balance competing objectives: manufacturer relationships, consumer choice, and shelf economics. Start by mapping revenue contribution per SKU against margin contribution. In our analysis, the bottom 20% of SKUs in a typical category generate less than 5% of revenue while consuming meaningful shelf space. Explore operations case approaches for supply-side optimization.
Supply Chain Optimization
Map the end-to-end cost structure from sourcing to last-mile delivery. Last-mile typically represents 40-50% of total distribution cost for e-commerce fulfillment. Distinguish between structural cost increases (fuel, labor rates) and operational inefficiency (route optimization, warehouse utilization). Check our retail industry deep dive for supply chain benchmarks.
Market Entry / Expansion
For CPG brands entering new geographies, route-to-market is often the deciding factor. Evaluate three models: direct distribution (highest control, highest cost), distributor partnerships (moderate control, faster entry), and e-commerce-first (lowest cost, limited reach). In emerging markets, modern trade (organized retail) may represent only 20-40% of total sales, making traditional trade coverage essential. See our market entry framework guide for a structured approach.
Key Takeaways
- Retail and consumer goods cases represent roughly 25-30% of MBB interviews — pattern recognition gives you a two-minute head start on framework selection
- The retailer vs. brand/manufacturer distinction is the single most important initial classification
- Store profitability cases require revenue decomposition before cost analysis — resist the urge to jump to cost-cutting
- Omnichannel cases demand cannibalization quantification, not a simple “should we go online” binary
- Private label decisions hinge on category-level traffic dynamics, not just margin differences
- Supply chain cases should map end-to-end costs with special attention to last-mile economics, which can represent 40-50% of total distribution cost
Ready to Practice?
Apply these archetypes to real retail scenarios in our retail industry case collection and consumer goods cases. For live practice with real-time feedback, try our AI Mock Interview — select a retail prompt and test your archetype identification speed under time pressure.