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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
Ôix steps in case analysis
Gathering familiarity
˜

˜
Recognizing symptoms
Identifying goals
Œ
˜ Analysis
˜ Diagnosis
˜ Action planning
˜ Note: These are for ANALYÔIÔ not writing up
the case
Ôtep 1: Gaining familiarity
˜ Thorough grasp of information in the case
˜ Who, what, where, when, how
˜ Types of information
˜ Ñ
 è seen or heard by 2 or more people
˜ þ 


è udgment based on supporting
evidence
˜ 
 
 è cued from info but not verifiable
˜ |  è totally independent of evidence
Ôtep 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
Ôtep 3: Identifying goals
˜ List all goals by the ma or individuals,
groups, etc. in the case
˜ Includes identified and inferred
constituents and goals
Ôtep 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
Ôtep 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.
Ôtep 6: Action planning
(implementation plans)
˜ Ôpecify and prioritize criteria used to choose
each action
˜ Discover or invent feasible alternatives
˜ Examine possible outcomes of actions (risks
and opportunities)
˜ Ôelect a course of action
˜ Design an implementation plan/schedule
˜ Create a plan for assessing the action to be
implemented
Additional notes
˜ Daily case studies
˜ Discuss with group but donƞt need group
consensus; rather, refine, ad ust, 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; donƞt come to class
unprepared
Where are cases going to
help?
˜ Provide you with experience
˜ Experience provides point of reference
in business discussions
˜ Learn from othersƞ mistakes
˜ JPÔ # of cases
Writing up your analysis
of case studies

Dr. Jeff Ôhay

Ôections of your case analysis
˜ Executive Ôummary
˜ Analysis of Ôituation
˜ Ôtrategic Alternatives
˜ Ôelected Ôtrategy
˜ Implementation Plans
Executive Ôummary
˜ Ôhort, 100è150 words
˜ Ôeparate page
˜ Ticket to see the boss
˜ Highlights, very direct, not reporting
Executive Ôummary Ôample
Atlas aims to focus its operations on a commitment to growth in
sales and profitability in con unction 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.
Ôituation Analysis
˜ Concepts and theories used to discuss
main points (i.e., Eè
èR model)
˜ ANALYZE, D
NƞT REP
RT
˜ Use facts from the case, analyze goals,
ob ectives, predicaments, problems,
etc.
 Ôtrategic Alternatives

˜ Come up with the three you think are the most

viable
˜ Discuss the two you didnƞt select and indicate why
you didnƞt select them
˜ Discuss your chosen alternative last and this will
lead into a description in great detail in the next
section
 Ôelected Ôtrategy
˜ 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
Implementation Plans
˜ Be specific and logical
˜ Address potential risks and how
stakeholders might react
Details
˜ Follow instructions in the syllabus
˜ Papers that do not follow the
instructions will not be graded
Exhibits ƛ These are important
˜ Donƞt copy from textbook, reproduce
and incorporate specific information
from the case
˜ Ôometimes a summary paragraph at the
bottom of the exhibit page can be
helpful
˜ Number as they appear in the text
Ôample exhibit


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Robin Hood

Dr. Jeff Ôhay

åuestion #1
˜ Who are the relevant stakeholders in
this case?
Ôtakeholders and the Enterprise
External Stakeholders The Firm
* Customers Contributors
* Suppliers
* Governments
* Unions Inducements
* Local Communities
* General Public
Contributors Inducements

Internal Stakeholders
* Stockholders
* Employees
* Managers
* Board Members
Can we organize these
stakeholders?
Potential
competitors

Supplier Buyer
Rivalry
power power

Substitutes
 Where do the other forces fit?

Political and Legal Technological

Environment Potential Environment
competitors

Supplier Buyer
Rivalry
power power

Demographic Substitutes
Macro-Economic
Environment Environment

Social Environment
 Ôtakeholder Impact Analysis

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åuestion #2
˜ What is the current mission of Robin
Hood and his Band of Merry Men?
Defining the Business

ho is being
hat is being
satisfied? satisfied?

Customer Customer
Groups Definition Needs
of Business

How are
customer needs
satisfied?
Distinctive
Competencies
åuestion #3
˜ What factors are influencing the bandƞs
revenue streams?
˜ What factors are influencing the bandƞs
expenses and profitability?
åuestion #4
˜ What are the environmental threats and
opportunities that the band faces?
˜ What are the bandƞs strengths and
weaknesses?

˜ Ô.W.
.T. Analysis
åuestion #5
˜ What is the key problem or issue that
must be decided?
åuestion #6
˜ How would you evaluate this as an
entrepreneurial venture?
˜ What are the critical factors that you
would consider (put on the board)?
Robin Hood Case
Alternative 1: Transit tax
˜ Affects rich and poor

˜ Inconsistent with culture and purpose

of the original organization
˜ Not a good fit
Robin Hood Case
Alternative 2: Continue robbing but in an ad acent
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.
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 Robinƞs responsibilities to his
internal stakeholders?
Defining your business:
Who has a business idea?

ho is being
hat is being
satisfied? satisfied?

Customer Customer
Groups Definition Needs
of Business

How are
customer needs
satisfied?
Distinctive
Competencies