Undertaking tactical mini-cases

Background
Marketing is not simply an academic discipline; it is primarily a management function. Anyone claiming to be a
skilled marketing professional must be able to demonstrate that they can apply their skills and knowledge to
real life marketing procedures. It is the format of the mini-case to which we now turn our attention.

Content of mini-cases
Sometimes a mini-case will be focused on a set of specific marketing problems within an organization. At other
times it will be more general and require the candidate to identify the major marketing issues in the case on
specific questions set by the examiner. Sometimes it will not really be a case at all; rather, it will be more of an
outline of a given business situation or a scenario.
Of necessity, the information contained in mini-cases tends to be much more focused according to the particular
situation, unlike that found in an open-book maxi-case situation where contents are multi-faceted and
explored in greater depth.

Answer format for mini-cases

An essay-type format is inappropriate for answering mini-case questions. Often the precise format required in an
answer will be specified in the question itself, with report- and/or memorandum-type formats being particularly
favoured.

Difference between mini-cases and maxi-cases

The most obvious difference is in terms of length and there are a number of other important distinctions between
them:
1.
Mini-case questions in an examination are unseen. Unlike maxi-cases you will only be presented
with the mini-case at the time of the examination which means that you have very little time to
ascertain the most relevant details. Maxi-cases are usually given out some time before the
examination and the examination is open-book where you can bring in material you have
prepared beforehand. In reality, issues in mini-cases are far less complex.
2.
Because mini-cases are so much shorter you will not be expected to prepare sophisticated and
extended analyses. The maxi-case, on the other hand, often contains data which are not strictly
relevant to the problems set, because this type of case is usually based upon a factual situation
some of which is relevant and some is irrelevant. Mini-case writers often set the questions at the
same time as they prepare the mini-case, so it is more likely that such questions will relate
specifically to the case.
3.
An extended maxi-case inevitably requires much more time to be spent on analysis and contains
substantial data on which such extended analysis can be based.
4.
A final point is not so much an absolute difference between mini- and maxi-cases is more one of
emphasis. Mini-cases often feature small inexperienced companies or people and the candidate has
to provide guidance or resolve a specific issue.
In a mini-case, the examiner might wish to test your knowledge and awareness of changes in marketing
applications e.g. in the public and not-for-profit sectors, increasing attention is now being paid to the
marketing of services and the application of marketing principles and practice. Similarly, there is now much
more interest in aspects of consumerism, green issues and social responsibility in marketing. The mini-case
format represents an ideal vehicle for testing a candidates knowledge of such contemporary and topical
trends and events in marketing.

How to tackle mini-cases

A suggested framework for tackling mini-cases is:
1.
Familiarization with the case and questions
Read through the case and questions quickly two times to familiarize yourself with the case and question
scenario. At this stage you should avoid the temptation to start writing answers suggesting detailed solutions to
problems you might spot. You are simply getting a feel of what the situation and company is about, set
against the context of the questions and requirements posed by the examiner.
2.
Analysis of questions and instructions
Now turn your attention to the specific questions/instructions which accompanies the mini-case. These must be
followed to the letter which is obvious, but our experience as examiners leads us to believe that quite often
candidates do not follow precise instructions e.g. if a question asks for a promotional plan, do not proffer advice
on the marketing mix.
It is important to note any instructions as to the role you are to assume e.g. are you a member of the
organization? If so, in what capacity? Alternatively, you might be asked to assume the role of an outside adviser
or consultant to the company in question. Whatever your role, you should be careful to assume the appropriate
stance. In analysing the question or instructions you should note any mark allocation for each section to guide
you as to the relative importance and amount of time you should devote to each part of your answer.
3.
Analysis of case material in relation to the questions set
You are now in a position to work through the case in more detail. Bearing in mind your tasks, you should work
through the case noting and writing down your general observations and any salient facts. This is your analysis
in preparing your answer, not the answers themselves. Prepare this outline in rough and cross it out afterwards.
In other words, unless specifically required to do so do not include it as part of your answer. This is for your
personal use.
Overall, your observations of facts and issues should be concise and tailored to the questions themselves.
4.
Preparation of answers to questions using an appropriate format
You should now be in a position to turn your attention to producing specific answers to the questions set. The
content of your answers will tend to reflect the questions on each case, but remember that mini-cases are
designed to test your application skills. You will, therefore, need to select from your acquired knowledge those
techniques, concepts and skills that are appropriate to the questions asked. In preparing your answers, you
should bear these points in mind:
Avoid waffle and extended general introductions as there is little time to answer the questions set. More
importantly, marks are not allocated for general situation analyses or for observations not directly related to
the questions.
Candidates often have to come up with suggestions for smaller or inexperienced companies, so ensure that
your suggestions are realistic e.g. a company with a turnover of say 3 million per annum is unlikely to be
able to afford a television advertising campaign. Watch too, for indications of time scales. If the case indicates
or specifies a plan of action to cover the next twelve months, make sure that your plan covers precisely this
period.
Clearly state any assumptions you have made and ensure that they are reasonable and in the context of the
case. Used wisely, and creatively, assumptions can help you to clear away any considerations which, although
important, are peripheral to the particular aspects on which the questions centre. They can also be used to
support the line of argument in your answers.
Suggest specific courses of action that indicate solutions to problems, rather than simply identification of the
problems themselves. In some questions alternative courses of action may be open to the company and you
may be asked to identify these. However, try not to use a mere listing of alternatives as a means of avoiding a
commitment to a particular alternative, or at least prioritise your alternatives and give supporting reasons for
your choice.
Do not over-complicate your answers as mini-cases are meant to test your ability to apply key concepts. Keep
your answers brief, to the point and in the format specified.