Conducting a Case Analysis A marketing case is a narrative account of a situation that usually describes some type of problem as it might

occur in the real world. In most instances, the details will be randomly presented, without structure or a clear focus. Often the case will not even clearly articulate the problem. The purpose of the analysis is to provide an understanding of the problem presented in the case and to allow possible decisions and solutions to flow from it. A decision is the outcome of the analysis. The generalized analytical framework contains the following elements: 1. Grasp the relevant facts Read the case carefully several times. Separate relevant material from that which is peripheral and irrelevant. Thoroughly examine the case (including quantitative data) for all pertinent details. If necessary, make assumptions (but be sure to justify these assumptions). 2. Identify the problem or issues The problem may be general or specific; it may involve a major policy of the firm and have long term implications, or it may require a reaction to a specific action by a competitor. It is critical that the generality or the specificity of the problem be carefully defined. If you are precise in defining and stating the problem, it will facilitate your selection of alternative solutions and provide a solid basis for evaluation of these alternatives. 3. Analyze the case data The analysis of the case involves your interpretation of the information, drawing appropriate inferences, and making logical deductions. What caused the problem? Can it be attributed to the people involved, equipment and facilities, methods and systems, or materials involved? Who found out what and when and how? What Cs and Ps are involved? What are the strengths, weaknesses, opportunities, and threats (SWOT)? What does the political, economic, social, and technological analysis reveal (PEST)? What do the numbers tell you? 4. Formulate alterative courses of action Formulation of all REASONABLE and FEASIBLE alternatives, which need not be as narrowly defined as the problem itself.

Some may be obvious from the material provided in the case and from the problem statement. Others will require more lateral thinking. Occasionally, one viable alternative is to do nothing and maintain the status quo.

5. Develop Goals, Objectives, and Decision Criteria Develop a set of goals and objectives for the course of action that is chosen. These can either be mandatory or desired, but they must be measurable. Decision criteria provide the basis for evaluation of the standards by which alternatives are evaluated and compared. These criteria must be related to the goals and objectives. They can be both quantitative (e.g. Profit, time to completion,) or qualitative (e.g. Sustainable competitive advantage, ease of implementation). 6. Evaluate the alternatives This process involves comparing the potential outcomes of each alternatives to the goals, objectives, and decision criteria defined previously 7. Decision on a course of action The decision should flow from the evaluation of alternatives. The one best decision must be chosen through the analysis of the risks and benefits offered by the alternatives. There is rarely one correct answer, what is important is that the decision flows from the analysis. 8. Develop an implementation and mitigation plan Describe the process through which your recommendation will be implemented. Include who will do what and when. Discuss the risks that are associated with the recommendation and what will be taken to protect against those risks. Sections of a Full Case Write Up Executive Summary Problem Statement Situation Analysis Objectives and Criteria Alternatives Analysis of Alternatives Recommendation Implementation Mitigation Plan Conclusion Exhibits