Analyzing Case Studies

Dr. Jeff Shay

Why analyze case studies?

Provides insight into managerial problems

Brings experience into the classroom

Provides common information for a group of people to discuss management issues

Six steps in case analysis Gathering familiarity Recognizing symptoms Identifying goals Analysis Diagnosis Action planning Note: These are for ANALYSIS not

writing up the case

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Step 1: Gaining familiarity Thorough grasp of information in the case

Who, what, where, when, how Types of information

Fact - seen or heard by 2 or more people Inference - judgment based on supporting

evidence Speculation - cued from info but not verifiable Assumption - totally independent of evidence

Step 2: Recognizing symptoms

List all indicators that something is not as expected

Note who is bothered by particular situations

List should be as exhaustive as possible

Step 3: Identifying goals List all goals by the major

individuals, groups, etc. in the case Includes identified and inferred

constituents and goals

Step 4: Analysis Application of models, theories,

concepts that you are familiar with and help explain the situation

As new information is revealed, repeat the process

Step 5: Diagnosis

Identify predicaments: goals that are incongruent with each other

Identify problems: discrepancies between goals and performance

Prioritize predicaments and problems regarding timing, importance, cost, etc.

Step 6: Action planning (implementation plans) Specify and prioritize criteria used to

choose each action Discover or invent feasible alternatives Examine possible outcomes of actions

(risks and opportunities) Select a course of action Design an implementation plan/schedule Create a plan for assessing the action to

be implemented

Additional notes Daily case studies

Discuss with group but don’t need group consensus; rather, refine, adjust, amplify your own conclusions

Class discussions Bring in your own experiences

Is there a right answer? Apple v. IBM Everyone is responsible for contributing

to class learning; don’t come to class unprepared

Where are cases going to help? Provide you with experience Experience provides point of

reference in business discussions Learn from others’ mistakes JPS # of cases

Dr. Jeff Shay

Writing up your analysis of case studies

Sections of your case analysis Executive Summary Analysis of Situation Strategic Alternatives Selected Strategy Implementation Plans

Executive Summary Short, 100-150 words Separate page Ticket to see the boss Highlights, very direct, not

reporting

Executive Summary Sample

Atlas aims to focus its operations on a commitment to growth in sales and profitability in conjunction with its new corporate strategy and structure. Atlas can achieve this high growth through utilization of its current excess capacity. It will continue to serve as a source for high quality/differentiated products in addition to penetrating another segment under a different product name to help Atlas achieve this growth while minimizing risk. The evolution of Atlas into a corporation will include functional strategy changes in organizational structure, planning, and risk reduction. This will be accomplished through establishing clearer lines of authority to encourage organizational focus on a common goal, hiring of an executive to replace Jerry Nelson, and hiring a financial controller/planner to resolve current problems and reduce risks.

Situation Analysis Concepts and theories used to

discuss main points (i.e., E-O-R model)

ANALYZE, DON’T REPORT Use facts from the case, analyze

goals, objectives, predicaments, problems, etc.

Strategic Alternatives

Come up with the three you think are the most viable

Discuss the two you didn’t select and indicate why you didn’t select them

Discuss your chosen alternative last and this will lead into a description in great detail in the next section

Selected Strategy

Discuss in greater detail the strategy you have chosen and how it resolves the problems and predicaments presented in the situation analysis section

Be as specific as possible, use numbers, facts, exhibits, etc. to present

Implementation Plans Be specific and logical Address potential risks and how

stakeholders might react

Details Follow instructions in the syllabus Papers that do not follow the

instructions will not be graded

Exhibits – These are important Don’t copy from textbook,

reproduce and incorporate specific information from the case

Sometimes a summary paragraph at the bottom of the exhibit page can be helpful

Number as they appear in the text

Sample exhibit

Entrepreneur+ Energetic

+ Driven+ Father started businesses

-No industry experience- No entrepreneurial experience

Opportunity+ Captive audience

+ Personal connection with market- Small market- Low returns

Resources+ Father may have resources+ Consulting from Ron D.

+ MBA students maybe change mind-High cost of professional manager

- Questionable ROI, IRR

Robin Hood

Dr. Jeff Shay

Question #1 Who are the relevant stakeholders

in this case?

External Stakeholders• Customers• Suppliers• Governments• Unions• Local Communities• General Public

External Stakeholders• Customers• Suppliers• Governments• Unions• Local Communities• General Public

Internal Stakeholders • Stockholders• Employees• Managers• Board Members

Internal Stakeholders • Stockholders• Employees• Managers• Board Members

The FirmContributors

Inducements

Contributors Inducements

Stakeholders and the Enterprise

Can we organize these stakeholders?

Potential competitors

Potential competitors

RivalryRivalry

Substitutes

Substitutes

Supplier power

Supplier power

Buyer power

Buyer power

Political and LegalEnvironment

TechnologicalEnvironment

DemographicEnvironment

Social Environment

Macro-EconomicEnvironment

Where do the other forces fit?

Potential competitors

Potential competitors

RivalryRivalry

Substitutes

Substitutes

Supplier power

Supplier power

Buyer power

Buyer power

Stakeholder Impact Analysis

Identify stakeholders Identify stakeholders’ interests and concerns Identify resulting claims stakeholders are

likely to make Identify most important stakeholders (from

organization's oerspective) Identify the resulting strategic challenges

Question #2 What is the current mission of

Robin Hood and his Band of Merry Men?

Defining the Business

Who is beingWho is being satisfied?satisfied?

Customer Customer Groups Groups

What is beingWhat is being satisfied?satisfied?

Customer Customer Needs Needs

How areHow arecustomer needscustomer needs

satisfied?satisfied?Distinctive Distinctive

CompetenciesCompetencies

DefinitionDefinitionof Businessof Business

Question #3 What factors are influencing the

band’s revenue streams? What factors are influencing the

band’s expenses and profitability?

Question #4 What are the environmental

threats and opportunities that the band faces?

What are the band’s strengths and weaknesses?

S.W.O.T. Analysis

Question #5 What is the key problem or issue

that must be decided?

Question #6 How would you evaluate this as an

entrepreneurial venture? What are the critical factors that

you would consider (put on the board)?

Robin Hood Case

Alternative 1: Transit tax Affects rich and poor Inconsistent with culture and

purpose of the original organization

Not a good fit

Robin Hood Case

Alternative 2: Continue robbing but in an adjacent region

Consistent with original organization and growing size

Complications: Functionally structured More decentralization Who leads units? What would reporting responsibility

be? Revenues shared or retained? Expenses shared or retained? Who trains newcomers? Etc.

Robin Hood Case

Alternative 3: Align with the barons so that King Richard can be released from prison and Robin can receive amnesty

What would become of the band? What are Robin’s responsibilities to his internal stakeholders?

Defining your business:Who has a business idea?

Who is beingWho is being satisfied?satisfied?

Customer Customer Groups Groups

What is beingWhat is being satisfied?satisfied?

Customer Customer Needs Needs

How areHow arecustomer needscustomer needs

satisfied?satisfied?Distinctive Distinctive

CompetenciesCompetencies

DefinitionDefinitionof Businessof Business