Mini-case: Should a meal-kit startup enter office lunches? (2026)

A client has a tempting growth idea: launch a weekday office-lunch subscription in one city, then copy the model elsewhere. The trap is that "large city, lots of office workers" is not a recommendation. In a market-entry case, the first useful move is to translate the idea into a breakeven capture rate.

Bain tells candidates to clarify the objective, structure their thinking, think aloud, and emphasize important numbers during case interviews.1 For a sizing-heavy case, IGotAnOffer's four-step sequence is a practical spine: clarify the question, map the calculation, round and calculate, then sense-check the result.2 PrepLounge also stresses segmentation and issue trees because they make the logic visible before the math starts.3

Mini-case prompt

Your client, FreshBox, is a regional meal-kit company. It currently sells dinner kits through grocery stores and direct-to-consumer delivery. Management is considering a new product: ready-to-eat lunch boxes delivered to downtown office buildings on weekdays.

FreshBox wants to test the concept in one city before scaling. The CEO asks:

Should FreshBox launch a 12-month downtown office-lunch pilot, and what would have to be true for the pilot to break even?

Use the practice data below. Treat it as fictional case data created for this drill.

Practice input	Value
Downtown office workers in the target city	240,000
Average weekday office attendance, after hybrid work	60%
Working weeks per year	48
Target workers willing to try a recurring prepared-lunch option	35%
Average order frequency among target users	2 lunches per week
Expected year-one capture of target lunch occasions	2.5%
Contribution margin per lunch box	$5
One-time launch and operating setup cost	$900,000

Guided framework walkthrough

Start by making the objective measurable. "Should we enter?" is too broad. A stronger version is:

Can the pilot generate enough contribution profit in year one to cover $900,000 of setup cost, and are the assumptions credible enough to test?

Then split the case into four branches:

Market size: How many annual lunch occasions are realistically addressable?
Capture: What share of those occasions can FreshBox win in year one?
Economics: Do captured orders cover fixed launch costs?
Entry risk: What must be tested before management commits to a broader rollout?

This is not a full go-to-market strategy yet. It is a first-pass entry screen. If the breakeven capture rate looks unrealistic, the team should not spend time polishing channel tactics.

Walkthrough answer

1. Size the reachable demand pool

Start with daily office attendance, not total city population.

Downtown office workers: 240,000
In-office on an average weekday: 240,000 x 60% = 144,000
Willing to try recurring prepared lunch: 144,000 x 35% = 50,400 target users

Now convert target users into annual lunch occasions:

Average order frequency: 2 lunches per week
Working weeks: 48
Annual target lunch occasions: 50,400 x 2 x 48 = 4,838,400

Rounded: about 4.8 million addressable lunch boxes per year.

2. Estimate year-one captured orders

Use the expected capture rate:

Captured boxes: 4.84 million x 2.5% = 121,000 boxes
Contribution profit: 121,000 x $5 = $605,000

At the base-case capture rate, the pilot does not cover the $900,000 setup cost.

3. Calculate the breakeven capture rate

Breakeven boxes:

Required boxes = $900,000 / $5 = 180,000 boxes

Breakeven capture:

Required capture = 180,000 / 4,838,400 = 3.7%

FreshBox does not need a huge share of the addressable market. It needs roughly 3.7% of target lunch occasions, versus the base-case assumption of 2.5%.

That gap matters. It is small enough to test, but large enough that a blind citywide launch would be hard to defend.

My recommendation would be: do not launch the full 12-month pilot as currently scoped. Run a smaller pre-commitment test first.

The market looks large enough to be interesting, but the current base case produces about $605,000 in contribution profit against $900,000 in setup cost. FreshBox needs either a higher capture rate, a lower launch cost, or a higher contribution margin.

A practical next step is a 6-8 week building-level pilot with two tests:

Can FreshBox secure employer or building partnerships that lower acquisition cost and push capture toward 4%?
Can operations keep contribution margin at $5 per box after delivery failures, refunds, and waste?

If the pilot shows a path to roughly 180,000 annualized boxes, management can expand. If not, the better answer is to pause the entry plan or redesign the product economics.

Highlighted technique: reverse from breakeven

In market-entry cases, candidates often calculate market size and stop. That leaves the interviewer with a big number but no decision.

The better move is to reverse from the economic threshold:

Define the fixed cost or profit target.
Divide by unit contribution to get required units.
Divide required units by the addressable market to get required share.
Ask whether that share is believable in year one.

Here, the breakeven math turns a vague entry question into a testable statement: FreshBox needs about 180,000 boxes, or 3.7% of target lunch occasions, to break even.

10-minute drill

Redo the case with one changed assumption:

Hybrid attendance is only 45%, not 60%. Everything else stays the same.

Your tasks:

Recalculate the addressable annual lunch occasions.
Recalculate boxes captured at 2.5%.
Recalculate the breakeven capture rate.
Give a one-sentence recommendation.

Answer check:

In-office workers: 240,000 x 45% = 108,000
Target users: 108,000 x 35% = 37,800
Annual target occasions: 37,800 x 2 x 48 = 3,628,800
Captured boxes at 2.5%: about 90,700
Contribution profit: about $454,000
Breakeven capture: 180,000 / 3,628,800 = 5.0%

Recommendation: with lower office attendance, FreshBox should not fund the full pilot unless it can prove a credible path to about 5% capture or cut launch cost materially.

Key takeaways

A market-entry case needs a decision threshold, not just a market-size estimate.
Size the reachable market, not the total population.
Keep the math simple enough to say aloud.
Convert the final answer into a capture rate; it is easier to judge than a raw revenue number.
End with a testable recommendation: what to launch, what to verify, and what would change the answer.

References

1
Preparing for the Case Interview
bain.com
2
Market Sizing: The Ultimate Guide
igotanoffer.com
3
Market Sizing Cases in Consulting Case Interviews
preplounge.com