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Analyzing Case Studies Dr. Jeff Shay

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Page 1: Analyzing Case Studies

Analyzing Case Studies

Dr. Jeff Shay

Page 2: Analyzing Case Studies

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

Page 3: Analyzing Case Studies

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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Page 4: Analyzing Case Studies

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

Page 5: Analyzing Case Studies

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

Page 6: Analyzing Case Studies

Step 3: Identifying goals List all goals by the major

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

constituents and goals

Page 7: Analyzing Case Studies

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

Page 8: Analyzing Case Studies

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.

Page 9: Analyzing Case Studies

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

Page 10: Analyzing Case Studies

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

Page 11: Analyzing Case Studies

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

Page 12: Analyzing Case Studies

Dr. Jeff Shay

Writing up your analysis of case studies

Page 13: Analyzing Case Studies

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

Page 14: Analyzing Case Studies

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

reporting

Page 15: Analyzing Case Studies

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.

Page 16: Analyzing Case Studies

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.

Page 17: Analyzing Case Studies

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

Page 18: Analyzing Case Studies

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

Page 19: Analyzing Case Studies

Implementation Plans Be specific and logical Address potential risks and how

stakeholders might react

Page 20: Analyzing Case Studies

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

instructions will not be graded

Page 21: Analyzing Case Studies

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

Page 22: Analyzing Case Studies

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

Page 23: Analyzing Case Studies

Robin Hood

Dr. Jeff Shay

Page 24: Analyzing Case Studies

Question #1 Who are the relevant stakeholders

in this case?

Page 25: Analyzing Case Studies

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

Page 26: Analyzing Case Studies

Can we organize these stakeholders?

Potential competitors

Potential competitors

RivalryRivalry

Substitutes

Substitutes

Supplier power

Supplier power

Buyer power

Buyer power

Page 27: Analyzing Case Studies

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

Page 28: Analyzing Case Studies

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

Page 29: Analyzing Case Studies

Question #2 What is the current mission of

Robin Hood and his Band of Merry Men?

Page 30: Analyzing Case Studies

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

Page 31: Analyzing Case Studies

Question #3 What factors are influencing the

band’s revenue streams? What factors are influencing the

band’s expenses and profitability?

Page 32: Analyzing Case Studies

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

Page 33: Analyzing Case Studies

Question #5 What is the key problem or issue

that must be decided?

Page 34: Analyzing Case Studies

Question #6 How would you evaluate this as an

entrepreneurial venture? What are the critical factors that

you would consider (put on the board)?

Page 35: Analyzing Case Studies

Robin Hood Case

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

purpose of the original organization

Not a good fit

Page 36: Analyzing Case Studies

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.

Page 37: Analyzing Case Studies

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?

Page 38: Analyzing Case Studies

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