Do I need to include every point my case partner expects in my framework?

You're totally right! This is not about just brainstorming a million things and throwing them together into categories!

Rather, it's about identifying the real problem/opportunity, the situation in which it's in, and actually coming up with a clear, concrete, actionable approach to solving the problem. If you couldn't setup a project/team according to your structure/framework and you couldn't tell a client your approach, then it's not a good structure!

Frameworks should not be random buckets of ideas. Rather, they should fundamentally look and feel more like a project plan than anything.

The case books are artificial because it's really hard to communicate this concept/mindset shift in casing by text....hence why case practice and coaching is so important!

Fundamentally, your framework and "buckets" should be about the major areas you want to investigate, how you want to investigate them, why, and in what order.

For example, if we're talking market entry

First - is the market good? Is it big and is it growing? Objectively, regardless of player, is it a space we want to me in?

Second - would we do well in it? If we like the market as a whole, can we actually win? Is our product/company better than the competition? Will we be able to sell our products at a good margin and make profits?

Finally - in practice, can we actually do this? Theorectically we can win, but will we actually? Have we entered a market before (and to what result)? Do we have the $ and know-how? Will the government allow us? How will competition react?

So, you see, we're not just doing a bucket called "Market", "Company", and "Competition" here. We need to talk about what a sound analytical approach over x period of time would look like!