Case Study Method

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Case Study Method

An accepted and proven teaching-learning tool in the business school; A wellbalanced module on theory and applications; simulating a real-life work business atmosphere as if in the actual market place. A tremendous learning impact drawing out fresh exchange of shared experiences, innovative ideas and practical applications thereby developing analytical and decision-making skills.

Importance of the Case Study Method

Enhances the dimensions of written and oral communications, analysis, logic, judgment, decision making, and management ability. Reduces the gap between theory and practice towards a more meaningful grasp of the issues affecting the company; Provides a healthy competitive business atmosphere through constructive criticisms, open debates and discussions. Instills a holistic approach to potential problem analysis and decision making.

What is a Case Study?

A case study is a description of a situation or problems actually faced by an administrator, and requiring analysis, decision and the planning of a course of action.

Prof. Robert Merry

Suggested Format of How To Analyze a Case

I.
II. III. IV. V. VI. VII. VIII.

Main Problem Secondary Problem Objectives SWOT Analysis Alternative Course of Action Decision Criteria Recommendation Conclusion

I. Main Problem (50%)

Every case analysis requires the identification of the principal question or problem that requires an answer. Unfortunately, business problems do not arrive labeled problem. Therefore, you must learn to identify the problem(s) raised. It is imperative that you locate the basic problem(s) or question(s). It is not meaningful to assert that low sales volume is the problem, since low sales is only symptomatic of an underlying problem such as poor product quality, poor supervision and others.

Statement of the Problem

Name of the problem must reflect the general category it belongs to and its specific nature. An example would be large AR as a broad category and bad debts as the specific problem. Make sure the description reflects the problem. For example, do not name bad debts as a problem and then describe it as if it were a collection problem.

Secondary Problem/Objective
II. Secondary Problem
It may or may not be related to the main problem; You may list down as many as necessary, subproblems in either or all of such areas as finance, production or HR or the collection system.

III. Objective
Desired results that you want to achieve in solving the main problem and secondary problems.

SWOT Analysis
SWOT Analysis An analytical aid in planning consisting of strengths and weaknesses of your company and products (internal) relative to competition, likewise the opportunities and threats in the external environments.

Alternative Course of Action (ACA) (20%)

V. Alternative Course of Action (ACA) These are the possible answer to the problem that you have clearly identified. Each ACA should be independent from each other, and should be able to solve the main problem. Each ACA should be workable and implementable and should have advantages (pros) and disadvantages (cons). Must be specific and measured in quantifiable terms.

Alternative Course of Action

Guideposts in preparing ACA Name the alternative. Make sure that the alternatives are mutually exclusive. Make sure that each alternative deals with each of the problems stated.

Decision Criteria (10%)

VI.

Decision Criteria factors to be considered in arriving at a sound decision.

Establish a specific criterion for each ACA in quantifiable terms to arrive at a well-balanced choice in the final recommendations. The criteria may be in the area of sales, market share, profitability, positioning or cost.

Decision Criteria

Guidepost in Preparing Decision Criteria for Evaluating Alternatives Name criteria. Make sure it reflects an outcome such as customer satisfaction, customer loyalty (retention), profit margins, market share, business share, business growth, profitability, etc. Specify a weight for each criterion. If all are equal, let us know! Justify each criterion by describing how its relation to the problem(s). Hopefully, this will be obvious from looking at your framework!

Decision Criteria
In a scale of 1:5, 5 as the highest and 1 the lowest, the ratings must match the criterion to each ACA and whichever ACA that garners the highest rating, shall be the ACA to be adopted in the final recommendation.

Decision Criteria (Example)

Increased productivity Cost efficiency Improved HR Continuous improvement

(The criteria chosen to weigh the alternatives were formulated to closely address the main problem)

Examples of Decision Criteria

(The criteria chosen to weigh the alternatives were formulated to closely address the main problem)

Customers relationship the alternative significantly gives the company a good image from the customers Cost efficiency the alternative ideally resolves the main problem while keeping expenses at bay.

Example of Decision Criteria

VI. Decision Criteria ACA 1 Improved Prod 5 Inc HR Prod 3 Customer. 4 Cost Effi. 2 Total 14 ACA 2 3 4 3 5 15 ACA 3 4 5 4 4 17

Recommendation and Implementation (10%)

Recommend one of the alternatives. Justification of the recommendation must coincide with your evaluative criteria. Specify the steps required for the implementation of your recommendation. Specify the time line for implementation of each step.

Recommendation and Implementation

Decision Criteria set forth. In the final recommendation, you may categorize the adoption of ACAs into short-term and long-term basis for purposes of setting priorities in the actual implementation. The final recommendation (from ACA) shall now form the basis for a comprehensive Marketing Plan, the business plan that will ensure the early realization of corporation or divisional goals.

Conclusion

Based on your recommendation, develop conclusion and cite the different reasons and advantages of your recommendation.