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Training I Assessment Centre I Coaching I Psychometric Assessment I Content Development I Business Consulting

Case Analysis & Methodology

Module 3: Tools for case analysis

Content of module

Tools used in case analysis - PEST analysis, SWOT analysis, checklist method, BCG Matrix, Porter’s
5 force analysis, Ansoff Matrix, financial ratio analysis and brainstorming, case analysis report,
format of the written case analysis report, preparing an oral case presentation.

Some of the tools for case analysis are as follow: -

1. PEST (political, economic, social, and technological) analysis

PEST is an acronym for "Political, Economic, Social, and Technological analysis" and describes a
framework used to explore the macro-environmental influences that might affect an organisation. The
PEST Analysis is a perfect tool for managers and policy makers; helping them in analyzing the forces
that are driving their companies or the entire industry and how these factors will influence their
businesses and the whole industry in general.

The content of PEST Analysis are as follow:

 Political factors are how and to what degree a government intervenes in the economy,
government policies relating to the industry, political stability, regulatory framework, legislations
and laws, trade restrictions, tariffs, tax policies, labour law, environmental law etc. Furthermore,
governments have great influence on the health, education, and infrastructure of a nation.

 Economic factors include economic growth, interest rates, exchange rates, inflation rate, business
cycle, money supply, employment rate, disposable money etc. These factors have major impacts
on how businesses operate and make decisions. For example, interest rates affect a firm's cost of
capital and therefore to what extent a business grows and expands. Exchange rates affect the costs
of exporting goods and the supply and price of imported goods in an economy.

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 Socio-cultural factors include population demographics, income distribution, age distribution,

population growth rate lifestyle changes, cultural aspects, changes in tastes and buying patterns
etc. Trends in social factors affect the demand for a company's products and how that company
operates. For example, an aging population may imply a smaller and less-willing workforce (thus
increasing the cost of labor). Furthermore, companies may change various management strategies
to adapt to these social trends (such as recruiting older workers).

 Technological factors include technological aspects such as R&D activity, automation,

technology incentives, the rate of technological change, the speed of technology transfer, new
product development, impact of emerging technology etc. Furthermore, technological shifts can
affect costs, quality, and lead to innovation.

2. SWOT (strengths, weaknesses, opportunities and threats) analysis.

SWOT analysis is a used to evaluate the Strengths, Weaknesses, Opportunities, and Threats prevailing
in the internal and external environment. The strengths are characteristics of the business or team that
give it an advantage over others in the industry. The weaknesses are characteristics that place the firm
at a disadvantage relative to others. The opportunities are external chances to make greater sales or
profits in the environment. And threats are external elements in the environment that could cause
trouble for the business. The strengths and weaknesses are attributes of the organization and internal
in origin. The opportunities and threats are attributes of the environment and external in origin.

SWOT analysis groups key pieces of information into two main categories:

 Internal analysis – The strengths and weaknesses internal to the organization. The internal factors
may be viewed as strengths or weaknesses depending upon their impact on the organization's
objectives. What may represent strengths with respect to one objective may be weaknesses for
another objective. The factors may include all of the 4Ps (product, price, place & promotion); as
well as personnel, finance, manufacturing capabilities and so on.
 External analysis – The opportunities and threats presented by the external environment to the
organization. The external factors may include macroeconomic matters, technological change,
legislation, and socio-cultural changes, as well as changes in the marketplace or competitive
position.

The detail description of component of SWOT analysis is as follow:

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 Strengths - A firm’s strengths are its resources and capabilities that can be used as a basis for
developing a competitive advantage. Examples of such strengths include:
• Patents
• Strong brand names
• Good reputation among customers
• Cost advantages from proprietary know-how
• Exclusive access to high grade natural resources
• Favourable access to distribution networks

 Weaknesses - The absence of certain strengths may be viewed as a weakness. For example, each
of the following may be considered weaknesses:
• Lack of patent protection
• A weak brand name
• Poor reputation among customers
• High cost structure
• Lack of access to the best natural resources
• Lack of access to key distribution channels

 Opportunities - The external environmental analysis may reveal certain new opportunities for
profit and growth. Some examples of such opportunities include:
• An unfulfilled customer need
• Arrival of new technologies
• Loosening of regulations
• Removal of international trade barriers

 Threats - Changes in the external environmental also may present threats to the firm. Some
examples of such threats include:
• Shifts in consumer tastes away from the firm’s products
• Emergence of substitute products
• New regulations
• Increased trade barriers

3. Checklist method

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Under checklist method, strategic audit to be conducted along the various questions. Strategic audit
checklist consist of preparation of comprehensive list of questions / items like assessment of current
situation, record of performance, top management, understanding whether planning process is
effective, external and internal business environment, strategy implementation, future outlook and
support systems, structures and processes. Strategy enables an organization to match its internal
capabilities (resources, competencies) with the requirements of the external environment (the
marketplace) in order to maximize value to all stakeholders (shareholders, customers, employees,
suppliers and the community).

Strategic audit checklist is to be conducted along the various items are as follow:
A. Current situation
To assess the current situation of the company, the convenient way to investigate the internal and
external data like industry trends, competitive situation, market position, product strategies etc. Also
analyze the company's history, development, and growth.
1. How is the company performing in terms of its objective, return on investment, overall market
share, profitability trends, earnings per share etc.
2. How does the performance of the company compare with the performance of its close rivals,
similar companies or industry as a whole?
3. What are the company’s current, objectives, strategies and policies? Are they clearly stated?
4. How a company's past strategy and structure affect it in the present is to chart the critical incidents
in its history - that is, the events that were the most unusual or the most essential for its
development into the company it is today.

B. Record of performance
1. What has been the record of the company in terms of profitability and financial performance?
2. What are the prospects of the company in terms of profitability?

C. Top management
1. What is the composition of the Board of Directors in terms of insiders, outsiders and part timers,
full timers?
2. What is the personality profile of top managers?
3. Has the top management effectively communicated its vision down the line to the lower level
managers and employees?
4. Is top management sufficiently capable with future?
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D. The Planning Process (How effective a planning process do we have?)

Planning is often improved by simply forecasting the future. Given the wide swings in economic
activity and the drastic effects these fluctuations can have on profit margins, it is not surprising that
business forecasting has emerged as one of the most important aspects of corporate planning.
Forecasting is an estimate or prediction of future developments in business such as sales,
expenditures, profits and competitive scenario. Forecasting has become an invaluable tool for
businesspeople to anticipate economic trends and prepare themselves either to benefit from or to
counteract them.
1. Is it fact-based?
2. Does it involve several layers of line management?
3. Is it revised frequently enough?
4. How formal / informal a process?
5. How well communicated, understood, and actively supported?

E. External environment -Changes In Environment (that impact strategies)

1. Economic / social / regulatory changes
2. Competitor positions and moves
3. Changes in consumer demographics and lifestyles
4. Changes in customer structure / behaviour / needs
5. What are our most demanding customers challenging us / teaching us to do? How are we
responding?
6. What other strategic issues are we facing / addressing?

F. Internal environment
Marketing
1. Customer satisfaction with products/services
2. Ability to gain customers versus the competition
3. Knowledge of the market
4. Product/service quality in terms of function, image, place, time, possession, ease of use
5. Advertising and promotion activities
6. Product/service pricing
7. Market share

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Financial
1. Strong and recurring operating profits
2. Efficient asset management
3. Strong and recurring return on investment
4. Proper balance of debt and equity
5. Strong and recurring cash flow
6. Ready access to outside/new funds
7. Well managed customer credit and supplier credit
Key financial ratios used to assess certain areas.

Human resources
1. Adequate number & quality of people to do the work
2. Job design and descriptions
3. Performance standards and evaluation procedures
4. Training programs, employee growth & development
5. Good morale as evidenced by absenteeism, turnover, complaints,
6. Compensation system that promotes performance and satisfaction

Operations/ production
1. Quality & Capacity of needed facilities to serve customers
2. Up-to-date and appropriate technology (buildings, machinery, etc.)
3. Effective and efficient physical layout & work flow
4. Effective and efficient purchasing practices & inventory control
5. Effective and efficient Effective and efficient production practices

Organizational
1. Appropriate mix of resources (people, money, equipment) available
2. Resources properly placed to do the job
3. Effective interdepartmental communications
4. Effective reporting relationships
5. Firm's public image
6. Strong organizational culture (productivity, honesty, dispute handling, tolerance of change)

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G. Strategy Implementation
1. Which strategies have we implemented? What are the results?
2. Which strategies have we dropped? Why?
3. What new strategies are emerging?
4. Are we focusing our managerial and financial resources behind our strategic priorities?
5. Are different strategies (and parts of the organization) aligned?
6. Are our strategies adequately resourced (capital and management time)?
7. What new experiments within our company should be nurtured?
8. Where do we make money - which products, markets, segments, customers?
9. Is there clear linkage between strategic priorities, action plans, and resource allocation?

H. Future Outlook (3-5 years out)

1. What changes in products, markets, and geographic locations should we consider based on current
performance and future outlook? What challenges (or opportunities) will such changes create?
2. What skills and capabilities underpin our success today?
3. What core competencies need to be developed for the future?
4. How do we stretch ourselves to build long-term value for all our stakeholders?
5. Is there an effective process for gaining insight into future opportunities?

I. Support Systems, Structures and Processes

1. Are we organized appropriately to implement our strategies?
2. Do our management processes and systems support our strategy?
3. Are we measuring appropriately (financial, benchmarking) and rewarding the right results /
behaviours?
4. Is our corporate culture is in sync with our strategy?
5. Are we a learning / adaptive organization? Are we prepared to make change?

4. BCG Matrix

BCG growth-share matrix is a portfolio planning model developed by Bruce Henderson of Boston
Consulting Group (BCG) in 1968. The BCG model is based on classification of products (and
implicitly company strategic business units, SBU) into four categories based on combinations of
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market growth and market share relative to the largest competitor. Market share is the percentage of
the total market that is being serviced by a company, measured either in revenue terms or unit volume
terms. Market growth is used as a measure of a market's attractiveness. Markets experiencing high
growth are ones where the total market is expanding, which should provide the opportunity for
businesses to make more money, even if their market share remains stable.

Market growth serves as a proxy for industry attractiveness, and relative market share serves as
proxy for competitive advantage.

The BCG Growth Share matrix uses the dimensions of relative market share and the market growth
rate to establish a 2*2 matrix containing 4 main quadrants Stars (high market growth, high market
share), Cash Cows (low market growth, high market share), Question marks (high market growth, low
market share) and Dogs (low market growth, low market share). The ideal strategy is to hold on to the
Stars and the Cash Cows, divest the Dogs and take a call on the Question Marks (hold/divest).

The details BCG matrix are as follow:

BCG STARS (high growth, high market share) - Stars are SBUs/product lines that have a large
market share in a fast growing market. Because the market is growing rapidly, stars frequently require
ongoing investment to maintain their market leadership. As marginal competitors withdraw and the
market matures and slows down, successful stars become cash cows and generate significant cash.
 Stars are defined by having high market share in a growing market.

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 Stars are the leaders in the business but still need a lot of support for promotion a placement.
 If market share is kept, Stars are likely to grow into cash cows.

BCG QUESTION MARKS (high growth, low market share) - Question Marks operate in high
growth markets, but suffer from low market share. The strategic options involve investing resources to
grow market share or withdrawing. Investing to grow market does not guarantee these SBUs or
product lines will become stars and hence the term Question Mark.
 These products are in growing markets but have low market share.
 Question marks are essentially new products where buyers have yet to discover them.
 The marketing strategy is to get markets to adopt these products.
 Question marks have high demands and low returns due to low market share.
 These products need to increase their market share quickly or they become dogs.
 The best way to handle Question marks is to either invest heavily in them to gain market share or
to sell them.

BCG CASH COWS (low growth, high market share) - Cash Cows typically have large market
shares in mature, slow growing markets. Cash cows require little investment and generate cash that
can be used to invest in other SBUs/product lines.
 Cash cows are in a position of high market share in a mature market.
 If competitive advantage has been achieved, cash cows have high profit margins and generate a lot
of cash flow.
 Because of the low growth, promotion and placement investments are low.
 Investments into supporting infrastructure can improve efficiency and increase cash flow more.
 Cash cows are the products that businesses strive for.

BCG DOGS (low growth, low market share) - A dog suffers from having low market share in a
market that is mature and slow growing. Investment will usually have little benefit and therefore,
liquidation and withdrawal is usually the best strategy for those SBUs/product lines classified as
Dogs.
 Dogs are in low growth markets and have low market share.
 Dogs should be avoided and minimized.
 Expensive turn-around plans usually do not help.

5. Porter’s Five Force Analysis

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Porter's five forces is a framework for the industry analysis and business strategy development formed
by Michael E. Porter of Harvard Business School in 1979. Porter's five forces shapes the industry
competition, it includes threat of substitute products, threat of established rivals, threat of new
entrants; bargaining power of suppliers and the bargaining power of customers. Porter referred to
these forces as the micro environment, to contrast it with the more general term macro environment.
They consist of those forces close to a company that affect its ability to serve its customers and make
a profit. A change in any of the forces normally, requires a business unit to re-assess the marketplace
given the overall change in industry information. The overall industry attractiveness does not imply
that every firm in the industry will return the same profitability. Firms are able to apply their core
competencies, business model or network to achieve a profit above the industry average.

A clear example of this is the airline industry. As an industry, profitability is low and yet individual
companies, by applying unique business models, have been able to make a return in excess of the
industry average.

The five forces analysis looks at five key areas namely the threat of entry, the power of buyers, the
power of suppliers, the threat of substitutes, and competitive rivalry, explained below.

The threat of entry

 Economies of scale e.g. the benefits associated with bulk purchasing.

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 The high or low cost of entry e.g. how much will it cost for the latest technology?
 Ease of access to distribution channels e.g. Do our competitors have the distribution channels
sewn up?
 Cost advantages not related to the size of the company e.g. personal contacts or knowledge that
larger companies do not own or learning curve effects.
 Will competitors retaliate?
 Government action e.g. will new laws be introduced that will weaken our competitive position?
 How important is differentiation? E.g. The Champagne brand cannot be copied. This desensitizes
the influence of the environment.

The power of buyers

 This is high where there a few, large players in a market e.g. the large grocery chains.
 If there are a large number of undifferentiated, small suppliers e.g. small farming businesses
supplying the large grocery chains.
 The cost of switching between suppliers is low e.g. from one fleet supplier of trucks to another.

The power of suppliers

 The power of suppliers tends to be a reversal of the power of buyers.
 Where the switching costs are high e.g. switching from one software supplier to another.
 Power is high where the brand is powerful e.g. Cadillac, Pizza Hut, Microsoft.
 There is a possibility of the supplier integrating forward e.g. Brewers buying bars.
 Customers are fragmented (not in clusters) so that they have little bargaining power e.g.
Gas/Petrol stations in remote places.

The threat of substitutes

 Where there is product-for-product substitution e.g. email for fax. Where there is substitution of
need e.g. better toothpaste reduces the need for dentists.
 Where there is generic substitution (competing for the currency in your pocket) e.g. Video
suppliers compete with travel companies.
 We could always do without e.g. cigarettes.

Competitive Rivalry
 This is most likely to be high where entry is likely; there is the threat of substitute products, and
suppliers and buyers in the market attempt to control. This is why it is always seen in the center of
the diagram.
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6. Ansoff Matrix
The product-market matrix proposed by Igor Ansoff offers four growth strategies based on existing
and new markets and products in 1957. The Ansoff Growth matrix is a tool that helps businesses
decides their product and market growth strategy. Ansoff’s product/market growth matrix suggests
that a business’ attempts to grow depend on whether it markets new or existing products in new or
existing markets.
The Ansoff matrix

Ansoff matrix presents the four main product and market choices available to an organization,
which are as follow:

Market Penetration (existing markets, existing products):

Here companies market the existing products to existing customers. This means there will be increase
in revenue, for example, promoting the product, repositioning the brand, and so on. However, the
product is not altered and companies do not seek any new customers.
Market penetration seeks to achieve four main objectives:
 Maintain or increase the market share of current products - this can be achieved by a combination
of competitive pricing strategies, advertising, sales promotion and perhaps more resources
dedicated to personal selling
 Secure dominance of growth markets
 Restructure a mature market by driving out competitors; this would require a much more
aggressive promotional campaign, supported by a pricing strategy designed to make the market
unattractive for competitors
 Increase usage by existing customers. For example by introducing loyalty schemes.

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A market penetration marketing strategy is very much about "business as usual". The business is
focusing on markets and products it knows well. It is likely to have good information on competitors
and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new
market research.

Market Development (new markets, existing products):

Companies market existing product range in a new market. This means that the product remains the
same, but it is marketed to a new audience. Exporting the product, or marketing it in a new region, is
examples of market development. Market development is the name given to a growth strategy where
the business seeks to sell its existing products into new markets.
There are many possible ways of approaching this strategy, including:
 New geographical markets; for example exporting the product to a new country
 New product dimensions or packaging: for example
o New distribution channels
o Different pricing policies to attract different customers or create new market segments

Product Development (existing markets, new products):

This is a new product to be marketed to existing customers. Here companies develop and innovate
new product offerings to replace existing ones. Such products are then marketed to existing
customers. This often happens with the auto markets where existing models are updated or replaced
and then marketed to existing customers.

Business Diversification (new markets, new products):

This is where companies market completely new products to new customers. There are two types of
diversification, namely related and unrelated diversification. Related diversification means that we
remain in a market or industry with which we are familiar. Diversification is an inherently higher risk
strategy because the business is moving into markets in which it has little or no experience.

7. Financial Ratio Analysis

A ratio is a simple arithmetical expression of the relationship of one number to another. Financial ratio
analysis is the calculation and comparison of ratios which are derived from the information in a
company’s financial statements. The level and historical trends of these ratios can be used to make
inferences about a company’s financial condition, its operations and attractiveness as an investment.

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The ratio analysis is one of the most powerful tools of financial health of the company. Different
parties like the creditors, suppliers, investors, financial institutions; shareholders and the management
are interested in the ratio analysis for knowing the financial position of a firm for different purposes.
With the use of ratio analysis one can measure the financial condition is strong, good, questionable or
poor. The conclusions can also be drawn as to whether the performance of the firm is improving or
deteriorating. Ratios are assists students in financial diagnosis of a case study.

The summary of various financial ratios and how they are calculated are as follow:

Key financial ratios: How to calculate them and what they mean

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8. Brainstorming

Brainstorming is a group creativity technique designed to generate a large number of ideas for the
solution of a problem. In 1953 the method was popularized by Alex Faickney Osborn in a book called
Applied Imagination. Osborn proposed that groups could double their creative output with
brainstorming. Brainstorming works by focusing on a problem, and then deliberately coming up with
as many solutions as possible and by pushing the ideas as far as possible. One of the reasons it is so
effective is that the participants not only come up with new ideas in a session, but also spark off from
associations with other people's ideas by developing and refining them.

Basic rules in brainstorming

There are four basic rules in brainstorming intended to reduce social inhibitions among team
members, stimulate idea generation, and increase overall creativity:

1. Focus on quantity: This rule is a means of enhancing divergent production, aiming to facilitate
problem solving through the maxim quantity breeds quality. The assumption is that the greater the
number of ideas generated, the greater the chance of producing a radical and effective solution.
2. Withhold criticism: In brainstorming, criticism of ideas generated should be put 'on hold'.
Instead, participants should focus on extending or adding to ideas, reserving criticism for a later
'critical stage' of the process. By suspending judgment, participants will feel free to generate
unusual ideas.
3. Welcome unusual ideas: To get a good and long list of ideas, unusual ideas are welcomed. They
can be generated by looking from new perspectives and suspending assumptions. These new ways
of thinking may provide better solutions.
4. Combine and improve ideas: Good ideas may be combined to form a single better good idea. It
is believed to stimulate the building of ideas by a process of association.

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Effective Brainstorming

 Define the goal or problem or issue to be solved. The issue is what you will brainstorm about. It
should describe a need, a goal or a problem. Any brainstorming session starts with the issue for
which you will seek ideas. The issue will normally be in the form of a goal. It may be the solution
to a problem, for example: “we need to cut operational costs by 10% to avoid bankruptcy;” or it
may be a general goal such as: “ways to make the dining facilities more appealing to our hotel
guests.”
 The team. An ideal brainstorming team should comprise one moderator and eight to twelve
participants. The moderator manages the session. Moderator introduces the issue, notes down
ideas, answers questions and manages the evaluation. The participants generate ideas and
participate in the evaluation of their ideas after the brainstorming session.
 Preparations for session. One need to prepare a space for the session as well as invite the
participants. When booking the space and informing the participants, bear in mind that entire
session should take about 15 minutes of introduction, 30-40 minutes for ideation, 30 minutes for
evaluation and discussion and 15 minutes for conclusions. So, plan for a minimum of 90 minutes;
two hours would be safer.

The brainstorming session comprises:

 Introduction to the issue and session.

 Idea generation.

Post brainstorming session:

 Evaluation of the ideas.

 Wrap up

First one needs to understand the purpose of a brainstorming session. The emphasis is on quantity
over quality. The bad ideas are allowed to flow with the good ones during a brainstorming session.
Evaluating the ideas during the brainstorming session reduces creativity and limits both the quantity
and quality of the ideas. Brainstorming is a process for generating creative ideas and solutions through
intensive and freewheeling group discussion. Every participant is encouraged to think aloud and
suggest as many ideas as possible, no matter seemingly how outlandish or bizarre. Analysis,

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discussion, or criticism of the aired ideas is allowed only when the brainstorming session is over and
evaluation session begins.

Other tools used in case analysis

There are large numbers of tools & techniques which are put to use while doing case analysis. These
are Management Innovations which have been developed by management thinkers over last 160 years
or so. A partial list of the main ones is given below under the headings of respective functional areas.
 Marketing - Sales analysis with respect to products, territories and end users, Market share
analysis, marketing expense analysis, consumer behaviour theories, attitudinal tracking, product
life cycle (PLC), Strategic marketing (segmentation, targeting and positioning strategies),
marketing audit etc.
 Human resource/ organizational behavioral analysis - Maslow’s needs hierarchy of motivation,
Herzberg’s two factor theory of motivation, McGregor’s theory X & Y, Theory Z, Managerial
grid, Situational leadership etc.
 Finance - Financial ratio analysis, Inter-firm comparison, break even analysis, cost volume profit
analysis, financial statement analysis, funds flow statement analysis, cash flow statement analysis,
risk analysis, investment appraisal techniques etc.
 Strategic Management – SWOT analysis, BCG(Boston consulting group) Product Portfolio
Matrix, Porter’s model on five forces, Porter’s generic strategies, Ansoff model on generic growth
strategies, Root cause analysis, McKinsey 7-S framework (Strategy, Structure, Systems, Shared
Values, Skills, Style & Staff), GE market attractiveness model etc.

Case Analysis Report

A case analysis report presents an analysis of the problems and issues facing a particular company,
with recommendations of a plan of action and justification of that plan. Preparing a written case
analysis is much like preparing a case for class discussion, except that your analysis must be more
complete and put in report form. There is no optimal length for a written case analysis report.

Preparing a Written Case Analysis

There is no standard procedure for doing a written case analysis. All we can offer are some general
guidelines and words of wisdom this is because company situations and management problems are so
diverse that no one mechanical way to approach a written case assignment always works. The
instructor may assign you a specific topic around which to prepare your written report. Or,
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alternatively, you may be asked to do a comprehensive written case analysis, where the expectation is
that you will

1) Identify all the pertinent issues that management needs to address,

2) Perform whatever analysis and evaluation is appropriate, and
3) Propose an action plan and set of recommendations addressing the issues you have identified.

In going through the exercise of identify, evaluate, and recommend, keep the following pointers in
mind.

1. Identification
It is essential to identify all the pertinent issues that management needs to address to provide
sharply focused diagnosis of the issues and key problems. Analyse the company's situation, its
strategy, and the significant problems and issues that confront management. State problems/issues
as clearly and precisely as you can.

2. Analysis and Evaluation

Look at marketing, production, managerial competence, and other factors underlying the
organization's successes and failures. Check out the firm's financial ratios, its profit margins and
its capital structure, and decide how strong the firm is financially. Decide whether the firm has
valuable resource strengths and competencies and, if so, whether it is capitalizing on them. Check
to see if the firm's strategy is producing satisfactory results and determine the reasons why or why
not. Probe the nature and strength of the competitive forces confronting the company. Decide
whether and why the firm's competitive position is getting stronger or weaker. Use the tools and
concepts you have learned to perform case analysis.

In writing your analysis and evaluation, bear in mind four things:

i. Give logical argument backed up with facts and figures. Look into evidence to back up your
conclusions. Do not rely on unsupported opinions, over-generalizations.
ii. If your analysis involves some important quantitative calculations, use tables and charts to present
the calculations clearly and efficiently. Don't just tack the exhibits on at the end of your report and
let the reader figure out what they mean and why they were included. Instead, in the body of your
report cite some of the key numbers, highlight the conclusions to be drawn from the exhibits, and
refer the reader to your charts and exhibits for more details.

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iii. Demonstrate that you have command of the strategic concepts and analytical tools to which you
have been exposed. Use them in your report.
iv. Your interpretation of the evidence should be reasonable and objective. Be wary of preparing a
one-sided argument that omits all aspects not favourable to your conclusions. Likewise, try not to
exaggerate or overdramatize. Endeavour to inject balance into your analysis and to avoid
emotional rhetoric. Strike phrases such as "I think," "I feel," and "I believe" when you edit your
first draft and write in "My analysis shows," instead.

3. Recommendations
The final section of the written case analysis should consist of a set of definite recommendations
and a plan of action. Your set of recommendations should address all of the problems/issues you
identified and analyzed. State how your recommendations will solve the problems you identified.
Be sure the company is financially able to carry out what you recommend; also check to see if
your recommendations are workable in terms of acceptance by the persons involved, the
organization's competence to implement them, and prevailing market and environmental
constraints.

By all means state your recommendations in sufficient detail to be meaningful get down to some
definite nitty-gritty specifics. Avoid such unhelpful statements as "the organization should do
more planning" or "the company should be more aggressive in marketing its product." For
instance, do not simply say "the firm should improve its market position" but state exactly how
you think this should be done. Offer a definite agenda for action, stipulating a timetable and
sequence for initiating actions, indicating priorities, and suggesting who should be responsible for
doing what.

Avoid recommending anything you would not yourself be willing to do if you were in
management's shoes. The importance of learning to develop good judgment in a managerial
situation is indicated by the fact that, even though the same information and operating data may be
available to every manager or executive in an organization, the quality of the judgments about
what the information means and which actions need to be taken does vary from person to person.

Format / Structure of the Written Case Analysis Report

Different Instructors will require different formats for case reports, but they should all have roughly
the same general content. For this course, the report should have the following sections in this order:

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1. Title page – Should describe the title of the case and case analyst’s names, course and date.
2. Executive summary – Executive summary is a short document that summarizes a longer
report, proposal or group of related reports in such a way that readers can rapidly become
acquainted with a large body of material without having to read it all. It will usually contain a
brief statement of the problem or proposal covered in the major document(s), background
information, concise analysis and main conclusions. The executive summary should highlight
the major points relating to the case study and no more than one A4 page in length.
3. Problem (or Issue) statement - A problem statement is a concise description of the issues that
need to be addressed by the case analyst.
4. Generation of alternatives – Describe the various alternative solution for the given business
problem. In the others words the different ways in which the problem can be solved.
5. Criteria (s) for evaluation – these are decision criteria which helps in identifying the
parameters for screening the alternatives solution for the given business problem.
6. Alternatives analysis & evaluation - Once the alternatives have been identified, evaluating
them by comparing and contrasting the alternatives using the decision criteria.
7. Recommendations – Selecting the most appropriate alternative (s). Recommendations should
be consistent with situation, should be well supported and practicable. Justify the reasoning
behind your recommendations.
8. Action / Implementation Plan - Specify the series of actions necessary to execute the
recommended alternative for the given problem. Explain the necessary steps required to be
taken by the decision maker to produce the advantages you have identified and avoid (or
minimize) the disadvantages or costs.
9. Exhibits / Appendices - Include additional material relevant to the case and referred to in the
report. All charts, financials, visuals, and other related items can be placed in appendices and
referenced in the report.

Preparing an Oral Case Presentation

The preparation of an oral case presentation has much in common with that of a written case analysis.
Both require identification of the business issues and problems confronting the company, analysis of
industry conditions and the company’s situation, and the development of a thorough, well- thought out
action plan. The substance of your analysis and quality of your recommendations in an oral
presentation should be no different than in a written report. As with a written assignment, you’ll need
to demonstrate command of the relevant management concepts and tools of analysis and your

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recommendations should contain sufficient detail to provide clear direction for management. The
main difference between an oral presentation and a written case is in the delivery format.

Oral presentations rely principally on verbalizing your diagnosis, analysis, and recommendations and
visually enhancing and supporting your oral discussion with slides (usually created on Microsoft’s
PowerPoint presentation or OHP slides). A good set of slides with good content and good visual
appeal is essential to a first-rate presentation. Take some care to choose a nice slide design, font size
and style, and colour scheme.

Suggestions for effective presentations, including slides covering each of the following areas:

 An opening slide covering the “title” of the presentation and names of the presenters.
 A slide showing an outline of the presentation
 One or more slides showing the key problems and issues that management needs to address.
 A series of slides covering case analysis.
 A series of slides containing recommendations and the supporting arguments and reasoning for
each recommendation—one slide for each recommendation and the associated reasoning has a lot
of merit.
Distinguish between content (e.g. the logic of the argument, pertinence of the recommendations,
soundness of assumptions etc) and process (e.g. structure of the presentation, effective use of visual
aids, ability to 'connect' with the audience etc) observations.

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