Analyzing Case Studies
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Transcript of Analyzing Case Studies
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Analyzing Case Studies
Dr. Jeff Shay
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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
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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
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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
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Step 3: Identifying goals List all goals by the major
individuals, groups, etc. in the case Includes identified and inferred
constituents and goals
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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
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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.
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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
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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
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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
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Dr. Jeff Shay
Writing up your analysis of case studies
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Sections of your case analysis Executive Summary Analysis of Situation Strategic Alternatives Selected Strategy Implementation Plans
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Executive Summary Short, 100-150 words Separate page Ticket to see the boss Highlights, very direct, not
reporting
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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.
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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.
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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
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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
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Implementation Plans Be specific and logical Address potential risks and how
stakeholders might react
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Details Follow instructions in the syllabus Papers that do not follow the
instructions will not be graded
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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
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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
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Robin Hood
Dr. Jeff Shay
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Question #1 Who are the relevant stakeholders
in this case?
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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
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Can we organize these stakeholders?
Potential competitors
Potential competitors
RivalryRivalry
Substitutes
Substitutes
Supplier power
Supplier power
Buyer power
Buyer power
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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
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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
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Question #2 What is the current mission of
Robin Hood and his Band of Merry Men?
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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
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Question #3 What factors are influencing the
band’s revenue streams? What factors are influencing the
band’s expenses and profitability?
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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
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Question #5 What is the key problem or issue
that must be decided?
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Question #6 How would you evaluate this as an
entrepreneurial venture? What are the critical factors that
you would consider (put on the board)?
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Robin Hood Case
Alternative 1: Transit tax Affects rich and poor Inconsistent with culture and
purpose of the original organization
Not a good fit
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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.
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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?
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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