Start by clarifying how the client prioritizes the two objectives. If both genuinely matter, your structure should make the tradeoff explicit rather than hiding it inside one branch.

A useful approach is to define the economic outcome, the strategic constraint, and the conditions under which one objective should take priority. That lets you test options against both goals instead of optimizing one blindly.

For example, a price increase may improve short-term margin but create unacceptable share loss. Your analysis should identify where the incremental profit no longer compensates for the strategic damage.

Keep the structure decision-oriented: what choice is the client making, and what tradeoffs determine the answer? The case interview guide has more examples of objective-led structuring.

Clarifying which objective is the hard constraint vs the thing to optimize usually makes this much easier.