CASE ANALYSIS GUIDE
Dr. Willie Redmond
Here are some tips ... I will lay the foundation for everything that follows, by saying:
“You are a consulting group, and someone has agreed to pay you a big pile of money because they do
not know what to do. Since they are paying ... they expect YOU to tell THEM ... WHAT they should do ...
and just as importantly ... HOW to do it ... to be successful.
That my friends, is your task....
FIVE BASIC STEPS
1) Identify challenges (issues)
- the objective is what you are trying to accomplish
- the problem that you have, is how to get there
2) Situational Analysis
- only deal with those things that relate to your identified
problem; do not rehash the case
3) Identify Potential Alternatives
4) Recommendation about one of the alternatives
5) Implementation
- (weighted competitive strength?)
1st 3 months?, Short term?, medium term?, long term?
(schedules) (time-line)(mile-stone reviews)
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** Many cases can be dealt with as:
WHERE ARE WE NOW?
WHERE ARE WE GOING?
HOW ARE WE GOING TO GET THERE?
Although you may not say that directly, that is the logical movement
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The PREP
- It is a team job. You begin and finish as a team.
- Although a group process, case analysis does not imply conformity to group opinion. While respecting
the view of others, be willing to “swim against the tide” of majority opinion, with the right arguments.
I would suggest that you read the case separately and silently (jotting down your own ideas) and then
start to discuss. This helps to avoid “Group-Think”.
- After you read the intro, you may want to peek at the conclusion BEFORE reading the body of the
case.
FINALLY - Never forget the elements according to which your performance will be evaluated:
1.
2.
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5.
6.
The care with which facts and background knowledge will be used;
The ability to state problems and issues clearly;
The use of the appropriate analytical techniques;
Evidence of logic and argument - STATE ... “WHAT”, “WHY” and “HOW”;
Consistency between analysis and recommendations;
Ability to formulate reasonable and feasible recommendations
1. CHALLENGES
In your report use CHALLENGES instead of problems (even though “I” will use problem just to illustrate).
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There is a difference between a problem and a symptom Find the problem, not the symptom (a
symptom simply illustrates the existence of a problem).
Is a problem an undesired outcome? Identify the undesired outcome.
Is the problem how to achieve the objective? Be clear.
Note that often, the problem is stated at the beginning or end of the case that you are given
2. SITUATIONAL ANALYSIS - “setting the context of the problem”
Strive to be convincing and persuasive. Always give supporting evidence and reasons
(Say WHY). Judges will not believe you if you do not believe it either!!!
Crunch the numbers! NUMBERS are most often the best arguments!
At this point, you will need to assess the firm’s current situation, identify all factors that influence the
problem and its potential solutions. This must go far beyond simple description or regurgitation of the
case facts. The situational analysis is interpretive and diagnostic.
A great place to begin is with a PESTLE analysis, identifying External factors that affect all in the market:
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Population Demographics
Economic
Societal
Technological
Legal ... (Political, Legislative, Judicial, Regulatory??)
Ecological, Environmental
and/or
Porter’s Five Forces Analysis ... which evaluates “to what degree” external forces impact the
INDUSTRY in question. The criteria here are (in no particular order):
1.
2.
3.
4.
5.
Threat of New Entry ...into the market
Threat of Substitute Products ... from outside the industry
Buyer Power ... of customers
Suppler Power ... from those who supply inputs to the industry in question
Competitive Rivalry ... from competitors in the industry – usually the STRONGEST force
and/or
a SWOT analysis (Strengths ... Weaknesses … Opportunities ... Threats)
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***The “S - W” are the “internal constraints”
***The “O – T” are the “external constraints”
(See the “Tool-kit slides for SWOT suggestions...)
Below is a list of factors the situational analysis should often consider. Each case is different so not all of
these factors apply to each one, but they should be given some thought. Likewise, because the case is a
real live firm and problem, you may encounter one where there are important issues that are not on this
list - by all means include them:
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Extent of demand (absolute and relative market size, growth, relevant demand
characteristics)
Nature of demand (segments, decision making in purchase process)
Strategy (general marketing strategy, product, promotion, placement (distribution), and
pricing strategies) 4 p’s of marketing
Product life cycle (stage and issues)
Competition (who, how, intensity, strategic groups, trends)
Technology (changes, stability, developments)
Relevant characteristics of the product involved
Firm’s resources/strengths/capabilities
Firm’s distinctive competencies
Cost (structures, stability, characteristics)
Supplier or input issues
Labor or personnel issues
Key success Factors
Firm’s weaknesses or problems that affect this particular situation
Characteristics or factors in the firm’s culture that may affect you
Anything in the firm’s current, past, or future, internal or external situation that affects your
problem and what you might do to solve it.
Perhaps also....
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Break-even analysis
Behavior Analysis
Generate a feasible projection, if possible. i.e. HOW MUCH?
Key Success Factors ... (Weighted Competitive Strength Analysis?)
.... and of course, other basic tools within your disciplines (use them if relevant!!)
- Have the facts of the case well in hand. Rehashing case information should be held to a minimum,
except if it provides support to your position. In making your point, assume that everyone read the case.
(Everyone important to you “has”.)
Note that you are seeking more than simple facts. You are seeking relevant - facts and linkages that
point you toward a resolution of the case. Organize and marshal facts in the case to help understand
each area and to draw some meaningful observations and conclusions about the overall situation. These
can then provide the basis for addressing the problem defined earlier.
In your outline, the situation analysis can be done in a detailed bullet form with minimal embellishment
only where necessary. This bullet outline must be extremely detailed.
- In Introduction / Analysis, after stating facts correctly, DRAW CONCLUSIONS which are relevant to
solving the problem.... you can use words like:
 Therefore...
 Because...
 This means...
 Consequently...
 Such as...
- After you Make a statement:...
 “sales are down because ........... therefore .......
 Ask yourself “SO WHAT?” If no good answer, no point to the statement.
DEFINING ALTERNATIVES
A.
Develop alternatives that will address the challenge/concern/issue identified above. Put these
alternatives in the strategic marketing context; that is, try to define the broad, fundamental issue.
For example, alternative advertising strategies should be evaluated in the context of the
organization’s target market. Make sure each alternative relates to the problem.
B.
These alternatives should be listed from the perspective of the individual decision-maker,
recognizing all of the responsibilities and the scope of authority, as well as the limitations
associated with that position. For example, a feasible alternative may be to sell the business;
however, if the relevant decision-maker does not have the authority to do this, it should be
eliminated.
C.
These alternatives also should be mutually exclusive; in other words, to reject an alternative is to
reject it completely. If combinations of alternatives are to be used, they must be explicitly stated
and evaluated on their own merits. Thus, you recommend only one alternative. For example
never say, “I recommend alternatives 2 and 4”,.... if that is what you want to do, perhaps it should
be “Alternative 5”
D.
At the risk of stating the obvious, a final check on the suitability of each alternative whether or
not it will solve the problem at hand and how it will solve the problem at hand. If not, it should
not be included in the analysis.
Evaluating Alternatives
A.
An important first step in evaluating alternatives is to define the criteria to be used to compare
those alternatives. In other words, try to determine what factors make an alternative better
than another. Some of these can be gleaned from the case materials. Perhaps, for example, the
manager or firm in the case is a risk avoider; this, then will affect the reactive attractiveness of the
alternatives from the manager’s point of view. Other criteria, such as profitability, cost, ability to
reach the target market, affect upon existing channel relations, legality of the alternative, are
more general.
Weighted average (?) YES ... not all Key success factors are equally important - look at Tool-kit
B.
Not all of the information in the case may be relevant. You must sort through all of it, to get to that
which is most appropriate. Furthermore, the information given may not be complete enough for
your needs. When this happens and other sources do not have the needed information, make
reasonable assumptions to fill in the missing data; remember that it is the process which counts,
not the particular answer.
C.
All of the evidence is not likely to lead to the same conclusion. A thoughtful analysis will recognize
that each alternative has both advantages and disadvantages, weigh the evidence carefully, and
decide the best course of action.
D.
Your analysis should contain a list of the criteria on which you evaluated each alternative in
addition to the evaluation of each alternative on each criterion.
Your - RECOMMENDATION
- There is NO “PERFECT” SOLUTION in a policy case.
- Therefore you MUST BACK UP any solution you provide, i.e. Convince your audience of anything you
say. (Perhaps come back to results of Weighted Competitive Strength Analysis)
- Some cases do not have alternatives, simply choices.
- Avoid platitudes - be specific!!!!
- Avoid shirking from making decisions in the face of incomplete information.
- Avoid recommendations such as “need more information” or “do more research” ... they are hiring you
for you to make a decision for them
- IF you make some recommendation ... AND ... would like to gather more information, say what you
would need & how you would get it.
- Always take into account implications and tradeoffs in recommendations. What will be the effect?
- It is fine to BE CREATIVE ...
- Do not be afraid to “think outside the box” if it is appropriate!!!!!
- Every other team has the same case that you have. If you insist upon staying well within the
stated parameters you may disadvantage yourself!
- I would of course temper this by saying that you do not want to make wild assertions that you
cannot possibly deliver.
IMPLEMENTATION
HOW are you going to do, that which you propose?
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Who? ... Will do What? ... Organization Chart?
When? ... Timeline? ... (see my example)
How much? ... Projections?
You may also want to address
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“RISKS AND ROADBLOCKS” proves an awareness of what may impede our progress. I would
suggest that you do “milestone” reviews.
“A CONTINGENCY PLAN” if appropriate.
PRESENTATION
(some of this relates to “written” ... some to actual “presentations”)
IT IS ALL ABOUT ... “WHO TELLS THE BEST STORY”.....
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In write-up - Use Headings - Point form is good (Helps make sure that every statement is a point)
BE confident
VERY IMPORTANT - AUDIENCE ANALYSIS
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Figure out your audience / put yourself in someone else’s shoes
Focus on the person to whom you are selling the idea
Establish credibility (in a paper / live case, that means doing the research
Your respective “Roles”:
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Give the judges a title ( e.g. Board Members/Owner of the firm) ...
Give yourself a title > You are their consultants --- LET THEM KNOW THE SITUATION
It is therefore fine to use “we” and “you”
- Show the ESSENCE - TELL THE STORY AS SIMPLY AS YOU CAN
-SHOW
 Confidence
 Uniformity
 Eye Contact (for at least 3 seconds)
 Look comfortable
- Practice Choreography - The way you stand / move - BODY LANGUAGE
***** NEVER “READ” FROM NOTES OR YOUR VISUALS
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There must be inflection between major / minor points - ( pause / emphasis)
Hand gestures are punctuation
Voice is crucial - Silence is better than “Um”
- Must Sound Secure in Terms of Content
 Need a “Go for it” approach
 Do not play safe
 More Determination / Conviction
 No ... “might” ... “maybe”
- The presentation (or paper) should be “seamless”
APPENDIX (for the “WRITTEN” CASE)
- You may place tables/diagrams here.
SUGGESTIONS ON THE VISUALS
(presentation only)
- Old philosophy said to provide an AGENDA slide at beginning and end with names of people beside the
sections.
LOSE THE SLIDE > it loses the audience. Just brief intro of team members and tell them that you are
going to help them with their “challenges”.
- MENTAL IMAGING –
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verbal )
vocal ) = Trust & Believability - ENGAGE THE JUDGES
visual )
A matrix can say a lot on one slide - e.g. Alternatives vs. Criteria > Red/Green/yellow, or numbers
- The whole presentation “can” look visually very different.
 Headings on left side
 Headings on bottom
 Make each subject look like a folder
** A 20 minute presentation should be NO MORE THAN (≈ 7) SLIDES
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Q and A
“Ideal” is 1 slide every 3 minutes, but that can be subject to the amount of info that you
deliver
The judges do not want a presentation that screams “look what we can do”. They want to
be taken comfortably through an idea.
- Feel free to add to others’ answers ... IF you have something crucial to add...
- If you are “challenged on something”, A Good Answer may be.... “We know how you feel, took that into
account ...
however.....”