Case Analysis Methodology - Ivey

Background Information or Synopsis

 Divide the case into logically sequenced sections using subtitles. List/highlight the factors,
points, issues which appear to be most important to you. Do not rewrite the case in essay
format. Select the facts from the case which you think are most relevant to the decision
making process. Not all information in the case is relevant.
 Briefly summarize the case in a short synopsis, identifying only those case factors which
have a direct bearing on your analysis.
Definition of the Issue

 This should be a brief paragraph outlining what the root cause/basic underlying issue(s)
is/are in the case. Primary problems are root causes or the basic underlying issues;
secondary problems are symptoms of the problems or immediate issues going on in the
case.
 Secondary problems/immediate issues are generally the ones that you are specifically told
about in the case. Thus, it’s helpful to start with identifying the secondary problems. What
are you actually told about in the case?
 Primary problems require a deeper level of analysis. Keep asking WHY a certain problem
is occurring until you get at the root problem(s)/basic issue(s).
 How urgent is the issue? Does it need to be immediately resolved or does the company
have some time in coming up with a response?
 How important is the issue? Is it central to the organization or is it a peripheral issue?

Analysis of Case Data

 Begin this section by substantiating your identification of the root cause/basic issue(s).
What are the secondary problems/symptoms/immediate issues that led you to the
identification of the root cause(s). What are the causes and effects that you’ve identified
based on your analysis of the case data?
 What impact(s) does the problem or issue have on the organization in terms of costs,
quality, customer service, innovation, brand, etc.?
 What are the constraints and opportunities operating in the case? What does the
organization need to consider in coming up with a solution? Identify as many
opportunities as possible to resolve all root/basic problems (link to textbook concepts
or techniques). (use brainstorming)

 Think in systems, and consider how the symptoms connect to each other and to the main
issue. What is the relationship between them and what does that tell you about possible
alternatives or criteria?

 In your analysis, consider both quantitative and qualitative data provided in the case, as
appropriate. What are these data telling you about the best way to resolve the issue?
 Your analysis needs to be based on defendable arguments. What concepts, theories,
models, etc. that you’ve learned in this and other courses might help you in resolving the
issues?
 Remember that I am looking for something beyond a “common sense” approach to the
problem. Use your course concepts! For example, it would be insufficient to say that the
organization should conduct training. Why should they conduct training? How, specifically,
do they go about doing this? What is the process? What do they need to think about? You
should be citing your course materials (knowledge gained from other courses is also
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 encouraged, as appropriate) throughout the case. If you are not, you are not
incorporating course concepts to the extent required for the assignment.
o I suggest identifying your secondary problems and then review your text and what
we’ve been discussing in class to help you with your primary problem identification.
o Once you’ve identified the problems, use your course concepts to help you
brainstorm alternatives, make recommendations, and identify steps for your
implementation plan.

Identify Clear and Definable Alternatives

 From your analysis of opportunities above, choose those that will be best suited to
address the primary or root issue identified in step 2. Remember that doing nothing is
always an option (although not usually a good one). Do not assess the alternatives here.
Remember this is where you explain why these alternatives are opportunities and are the
best to address the issue.

 If you have done your analysis properly, solving the root/basic problems will also address
the symptoms/immediate problems. This is a good double-check strategy.

Identify Specific and Defendable Decision Criteria

 What are the criteria that you should use to identify the best alternative to solve the
problem?
 Focus on identifying the criteria that are most relevant for this decision in the context of
this case.
 Some common decision criteria are identified below (Mauffette-Leenders, L. A., Erskine, J.
A., & Leenders, M. R. (2007). Learning with cases (4th ed.). London, ON: Ivey Business):

Quantitative Qualitative

Profit Competitive advantage

Cost Customer satisfaction

Return on investment Employee morale

Market share Corporate image

Capacity Ease of implementation

Delivery time Synergy

Risk Ethics

Cash flow Flexibility

Inventory turn Safety

Productivity Visual appeal

Staff turnover Obsolescence

Quality Cultural sensitivity

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 Growth rate Motivation

quantity Goodwill

 Remember that more decision criteria is not necessarily better and will make your
assessment of alternatives cumbersome.
 Express your criteria in the manner in which they will be used to assess each alternative
(i.e. do not just say “cost” is a criteria – instead say “must reduce costs” or “cannot
increase costs” – in this way you can assess how each alternative meets the criteria.

Objective Assessment of Alternatives

 Once you have identified alternatives, analyze the alternatives to identify the one(s) that
will best address the root problem(s). The best option(s) become your recommendations
for the case.
 Assess the alternatives against the chosen decision criteria and comparatively against
each other
 Identify pros and cons associated with all solutions and recommendations (costs, benefits,
etc).
 Use a decision matrix to help illustrate your analysis and then explain why and how you
conducted the assessment to reach your conclusion of the preferred alternative.
Recommendation(s) or Defendable Selection of Preferred Alternative
 Identify your preferred alternative and develop your recommendation. What makes it the
best solution? Sell your recommendation to your organization’s CEO. Why should this
approach be followed over other alternatives?
 Focus on solving the root cause/basic issue(s).
Implementation Plan
 This is a solid plan for moving forward to make your recommendation a reality.
 Identifies major actions and resources required – Addresses the questions - What? Who?
When? How? as per below:
o Indicates timing and/or dependency of actions – In what order to actions need to
be taken?
o Defines measurement of actions – How will you measure success? How will you
ensure that your implementation is unfolding as planned?
o Monetized forecast of recommendation – How much will it cost? What are the
resource requirements?
o Describes a “Plan B” – No plan survives first contact! Where are the potential
problems in your implementation plan? What will you do if something doesn’t go as
originally planned?
 Break down your recommendations into action items. For example, it is insufficient to say
you would do training on a particular topic. What are the steps for actually conducting
training (e.g., needs analysis, training development, training delivery)?

Structure
 Your case analysis should flow logically from beginning to end. In other words, I should
not be surprised by something coming up for the first time in the later sections of the
paper. For example, if you are suggesting an action in the implementation plan that

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doesn’t relate to the recommendations you’ve made, perhaps you need to revisit your
recommendations (and maybe even your alternatives or problems) to see if you’ve
missed something.

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Case Analysis Summary Form

The goal of this form is not to replace your analysis, but to summarize it for quick reference
and/or submission to your instructor as required. Point form should be used. Your summary
should be no more than one page, so include only what you assess to be the most important
information to understand your analysis of the case.

1. What are the immediate issues in the case?

2. What is/are the basic/underlying issue(s) in the case?

3. What are your alternatives or options for resolving the basic issue(s)?

4. What are your decision criteria?

5. What is your recommended solution? Why have you chosen this solution?

6. Provide a high-level summary of your implementation plan.