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CASE STUDY METHOD

BACKGROUND

CASE
I KEEP SIX HONEST SERVING MEN (THEY TAUGHT ME ALL I KNOW); THEIR NAMES ARE WHAT AND WHY AND WHEN, AND HOW AND WHERE AND WHO. -RUDYARD KIPLING
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OBJECTIVES: 1. 2. INCREASE YOUR UNDERSTANDING OF WHAT MANAGERS SHOULD AND SHOULD NOT DO IN GUIDING A BUSINESS TO SUCCESS. BUILD SKILL IN SIZING UP COMPANY RESOURCE STRENGTHS AND WEAKNESSES AND IN CONDUCTING STRATEGIC ANALYSIS IN A VARIETY OF INDUSTRIES AND COMPETITIVE SITUATIONS. GET VALUABLE PRACTICE IN IDENTIFYING STRATREGIC ISSUES THAT NEED TO BE ADDRESSED, EVALUATING ALTERNATIVES, AND FORMULATING WORKABLE PLANS OF ACTION. ENHANCE SENSE OF BUSINESS JUDGEMENT, AS OPPOSED TO UNCRITICALLY ACCEPTING BACK-OF-THE-BOOK ANSWERS. GAINING IN-DEPTH EXPOSURE TO DIFFERENT INDUSTRIES AND COMPANIES, THEREBY ACQUIRING SOMETHING CLOSE TO ACTUAL BUSINESS EXPERIENCE.

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IN THE BUSINESS WORLD ANSWERS DONOT COME IN CONCLUSIVE BLACK-AND WHITE TERMS. THERE ARE NEARLY ALWAYS SEVERAL FEASIBLE COURSES OF ACTION AND APPROACHES, EACH OF WHICH MAY WORK OUT SATISFACTORILY. IN BUSINESS , WHEN ONE ELECTS A PARTRICULAR COURSE OF ACTION, THER IS NO PEEKING AT THE BACK OF A BOOK TO SEE IF YOU HAVE CHOSEN THE BEST THING TO DO AND NO ONE TO TURN TO FOR A PROBABLY CORRECT ANSWER. THE ONLY VALID TEST OF MANAGEMENT ACTION IS RESULTS.

UNDERSTAND CASE ANALYSIS IS THE MANAGERIAL EXERCISE OF IDENTIFYING, DIAGNOSING, AND RECOMMENDING BUILDS YOUR SKILLS; DISCOVERING THE RIGHT ANSWER OR FINDING OUT WHAT ACTUALLY HAPPENED.

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INTRODUCTION CASE METHOD IS QUITE DIFFERENT THE CASE METHOD IS AN ACTIVE LEARNING METHOD REQUIRES PARTICIPATION AND INVOLVEMENT FROM THE STUDENTS
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WHAT IS A CASE STUDY? THERE IS NO UNIVERSALLY ACCEPTED DEFINITION ALL CASES ARE NOT STRUCTURED SIMILARLY CASE MATERIALS RANGES FROM A FEW PARAGRAPHS TO ONE-TWO PAGES TO SHORT CASES(FOUR TO SIX PAGES) AND FROM 10 TO 18 PAGES TO THE LONGER VERSION(25 PAGES AND ABOVE).

CASE
A CASE IS: 1. DESCRIPTION OF AN ACTUAL SITUATION, COMMONLY INVOLVING A DECISION, A CHALLENGE, AN OPPORTUNITY, A PROBLEM OR AN ISSUE FACED BY A PERSON OR PERSONS IN AN ORGANIZATION 2. ONE MUST DEAL WITH THE SITUATION DESCRIBED IN THE CASE, IN THE ROLE OF THE MANAGER OR DECISION MAKER FACING THE SITUATION
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1. A CASE IS NOT A PROBLEM 2. A PROBLEM HAS A UNIQUE, CORRECT SOLUTION 3. IN A CASE, ONE CAN CHOOSE SEVERAL ALTERNATIVE COURSES OF ACTION, AND EACH OF THESE ALTERNATIVES MAY PLAUSIBLY BE SUPPORTED BY LOGICAL ARGUMENT 4. THERE IS NO UNIQUE, CORRECT ANSWER IN THE CASE STUDY METHOD
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CASE
STEPS 1. 2. 3. 4. READ THE CASE THOROUGHLY READ IT SEVERAL TIMES THE FIRST READING IS LIGHT ONE, TO GET THE BROAD IDEA OF THE STORY SUBSEQUENT READING MUST BE MORE FOCUSED, TO BECOME FAMILIAR WITH THE FACTS OF THE CASE, AND THE ISSUES THAT ARE IMPORTANT IN THE SITUATION FIND OUT: THE WHO, WHAT, WHERE, WHY AND HOW OF THE CASE
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FAMILIARITY WITH THE FACTS DESCRIBED IN THE CASE IS NOT ENOUGH ACQUIRE A THOROUGH UNDERSTANDING OF THE CASE SITUATION, THROUGH A DETAILED ANALYSIS OF THE CASE ATTEMPT TO IDENTIFY THE MAIN PROTOGONISTS IN THE CASE STUDY( ORGANIZATION, GROUPS, OR INDIVIDUALS DESCRIBED IN THE CASE) AND THEIR RELATIONSHIPS THERE ARE FACTS, WHICH ARE VERIFIABLE FROM SEVERAL SOURCES THERE ARE INFERENCES, WHICH REPRESENT AN INDIVIDUALS JUDGEMENT IN A GIVEN SITUATION THERE IS SPECULATION, WHICH IS INFORMATION WHICH CANNOT BE VERIFIED THERE ARE ALSO ASSUMPTIONS, WHICH CANNOT BE VERIFIED, AND ARE GENERATED DURING THE CASE CNALYSIS OF DISCUSSION.
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* ALL THESE DIFFERENT TYPES OF INFORMATION ARE NOT EQUALLY VALUABLE FOR MANAGEMENT DECISION-MAKING *GREATER YOUR RELIANCE ON FACTS(RATHER THAN SPECULATION OR ASSUMPTION), THE BETTER THE LOGIC AND PERSUASIVENESS OF YOUR ARGUMENTS AND THE QUALITY OF YOUR DECISIONS.
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CASE ANALYSIS PROCESS 1. GAIN FAMILIARITY WITH THE CASE SITUATION(CRITICAL CASE FACTS, PERSONS, ACTIVITIES, CONTEXTS) 2. RECOGNIZING THE SYMPTOMS(WHAT ARE THE THINGS THAT ARE NOT EXPECTED, OR AS THEY SHOULD BE?
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3. IDENTIFY GOALS/OBJECTIVES 4. CONDUCT THE ANALYSIS 5. MAKE THE DIAGNOSIS(IDENTIFYING PROBLEMS, i.e. DISCREPANCIES BETWEEN GOALS AND PERFORMANCE, PRIORITIZING PROBLEMS etc.) 6. PREPARE THE ACTION PLAN(IDENTIFYING FEASIBLE ACTION ALTERNATIVES, SELECTING A COURSE OF ACTION, IMPLEMENTATION PLANNING, PLAN FOR MONITORING IMPLEMENTATION)
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MARKETING CASE: 1. SITUATION ANALYSIS AT THE CORPORATE AND PRODUCT LEVELS 2. SUMMARY OF THE RESULTS OF THE ANALYSIS 3. STRATEGY ANALYSIS
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STEPS
COMPONENTS OF SITUATION ANALYSIS
1. CORPORATE LEVEL SITUATION ANALYSIS MISSION AND OBJECTIVES RESOURCE AND COMPETENCIES ENVIRONMENTAL PROBLEMS AND OPPORTUNITIES DEMOGRAPHIC SOCIO-CULTURAL ECONOMIC TECHNOLOGICAL LEGAL AND REGULATORY COMPETITION PORTPOLIO ANALYSIS

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2. PRODUCT LEVEL SITUATION ANALYSIS MARKET ANALYSIS PRODUCT MARKET STRUCTURE WHO BUYS ASSESS WHY BUYERS BUY DETERMINE HOW BUYERS MAKE CHOICES DETEMINE BASES FOR MARKET SEGMENTATION IDENTIFY POTENTIAL TARGET MARKETS COMPETITIVE ANALYSIS IDENTIFY DIRECT COMPETITORS ASSESS LIKELIHOOD OF THE NEW COMPETITORS DETERMINE STAGE IN PRODUCT LIFE CYCLE ASSESS PIONEER(FIRST MOVER)ADVANTAGE ASSESS INTENSITY OF COMPETITION
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DETERMINE COMPETITORS ADVANTAGES AND DISADVANTAGES MARKET MEASUREMENT ESTIMATE MARKET POTENTIAL DETERMINE RELATIVE POTENTIAL OF EACH GEOGRAPHIC AREA TRACK INDUSTRY SALES TRENDS ASSESS COMPANY OR BRAND TRENDS IN SALES AND MARKET SHARE MAKE FORECASTS PROFITABILITY AND PRODUCTIVITY ANALYSIS DETERMINE THE COST STRUCTURE IDENTIFY COST-VOLUME-PROFIT RELATIONSHIPS PERFORM BREAK-EVEN AND TARGET PROFIT ANALYSIS MAKE PROJECTIONS OF SALES OR MARKET SHARE IMPACT OF MARKETING EXPENDITURES.

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3. SUMMARY ASSESS PERFORMANCE(IDENTIFICATION OF SYMPTOMS) DEFINE PROBLEMS AND OPPORTUNITIES

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KEY ASPECTS OF THE SITUATION AND THE CASE ANALYSIS WHICH COMPANY OR COMPANIES IS BEING TALKED ABOUT? WHICH COMPANY IS REFERRED TO? WHAT ARE THE PRODUCTS/SERVICES MENTIONED? HOW/WHY DID THE COMPANY LAND IN PROBLEMS OR BECAME SUCCESSFUL? WHAT DECISION ISSUES/PROBLEMS/CHALLENGES ARE THE DECISION MAKERS IN THE CASE FACE WITH?
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AN EFFECTIVE CASE ANALYSIS PROCESS STEP 1: GAINING FAMILIARITY

a. IN GENERALDETERMINE WHO, WHAT, HOW, WHERE AND WHEN (THE CRITICAL FACTS IN A CASE) b. IN DETAILIDENTIFY THE PLACES, PERSONS, ACTIVITIES, AND CONTEXTS OF THE SITUATION. c. RECOGNIZE THE DEGREE OF CERTAINTY/UNCERTAINTY OF ACQUIRED INFORMATION
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STEP 2: RECOGNIZING SYMPTOMS a. LIST ALL INDICATORS(INCLUDING STATED PROBLEMS) THAT SOMETHING IS NOT AS EXPECTED OR AS DESIRED. b. ENSURE THAT SYMPTOMS ARE NOT ASSUMED TO BE THE PROBLEM(SYMPTOMS SHOULD LEAD TO IDENTIFICATION OF THE PROBLEMS).
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STEP 3: IDENTIFYING GOALS a. IDENTIFY CRITICAL STATEMENTS BY MAJOR PARTIES( e.g., PEOPLE, GROUPS, THE WORK UNIT, etc.). b. LIST ALL GOALS OF THE MAJOR PARTIES THAT EXIST OR CAN BE REASONABLY INFERRED.
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STEP 4: CONDUCTING THE ANALYSIS a. DECIDE WHICH IDEAS, MODELS, AND THEORIES SEEM USEFUL. b. APPLY THESE CONCEPTUAL TOOLS TO THE SITUATION. c. AS NEW INFORMATION IS REVEALED, CYCLE BACK TO SUBSTEPS a AND b.
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STEP 5: MAKING THE DIAGNOSIS a. IDENTIFY PREDICAMENTS(GOAL INCONSISTENCIES). b. IDENTIFY PROBLEMS(DESCREPANCIES BETWEEN GOALS AND PERFORMANCE). c. PRIORITIZE PREDICAMENTS/PROBLEMS REGARDING TIMING, IMPORTANCE, etc.

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STEP 6: DOING THE ACTION PLANNING a. b. c. d. e. f. SPECIFY AND PRIORITIZE THE CRITERIA USED TO CHOOSE ACTION ALTERNATIVES. DISCOVER OR INVENT FEASIBLE ACTION ALTERNATIVES EXAMINE THE PROBALBE CONSEQUENCES OF ACTION ALTERNATIVES. SELECT A COURSE OF ACTION. DESIGN AN IMPLEMENTATION PLAN/SCHEDULE. CREATE A PLAN FOR ASSESSING THE ACTION TO BE IMPLEMENTED.
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