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An Approach to Case Analysis

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1 An Approach to Case Analysis

2 An Approach to Case Analysis
f o r m t 1. Situation Audit 2. Problem Statement 3. Identify Alternatives 4. Develop Critical Issues 5. Analysis 6. Recommendations 2

3 Step 1: Situation Audit A synopsis and evaluation of the organizations’ current situation, opportunities and problems. A. Summarize the organizational mission and objectives expressed or implied in the case. B. Assess any relevant environmental information available. Political, legal, societal, consumer, economic, or technological forces that present significant opportunities or threats 3

4 Step 1: Situation Audit C. Assess the organization’s position in each product-market in which it competes break down into logical target markets estimate demand determine end-user characteristics identify industry practices and trends geographic concentration. 4

5 Step 1: Situation Audit D. Analyze competition
identify competitors that satisfy same customer needs their relative size and market share likely profitability their marketing strategy marketing and non-marketing strengths and limitations. 5

6 Step 1: Situation Audit E. Critically assess the organization’s strengths and weaknesses are goals and objectives clearly stated and realistic financial position and strength calculate appropriate financial rations to assess liquidity, growth, stability, etc. compare with industry or competitors determine break-even points 6

7 Step 1: Situation Audit F. State any assumptions you may have made and defend them. 7

8 Step 2: Identify Problem Statement
Identify what appears to be the main problem, opportunity or issue in the case Be careful not to confuse possible symptoms with the problem Try to write a one-sentence question that is specific enough to communicate the main concern. For example: Should product A be added to or deleted from the product line? What is the best market program positioning strategy for product Z?

9 Step 3: Identify Alternatives
Prepare your list in two stages: Prepare an initial list of alternatives which includes all the actions you feel could be appropriate. Refine the initial list and combine similar actions. Focus on those alternatives that are feasible given the existing financial, productive, managerial, marketing, technological and other constraints.

10 Step 4: Develop Critical Issues
Identify the factors that should be considered in making a decision regarding this particular problem area. What are the main criteria you will use to evaluate your strategic alternatives?

11 Step 4: Develop Critical issues
The single most important critical issue in most decisions is the “expected profitability” Others may include such factors as: Required level on initial investment Impact on market share Tax considerations The impact on employees, the local economy, the environment, consumer attitudes toward the company, etc.

12 Step 5: Analysis Evaluate the pros and cons of each strategic alternative identified. Assess the advantages and disadvantages of each alternative in terms of the critical issues you have developed. Can be done in point or numerical form to help you organize your thoughts and clearly illustrates the logic of your thinking to others.

13 Step 6: Recommendations
The action recommendations you propose should flow directly from your analysis. The first part of your recommendations should spell out the specific actions to be taken and why. These recommendations should be specific and operational

14 Step 6: Recommendations
The second part of your recommendations should discuss implementation. State clearly who should do what, when and where. This should indicate your recommendations are both possible and practical.

15 Step 6: Recommendations
The third part of your recommendations should include a tentative budget. Illustrates that your proposed solution will be worth the cost and is within the financial capabilities of the firm. Make your best estimate if accurate figures are not available. Shows that you have at least considered the cost implications of your recommendations

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