Case Study Analysis

2. 
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A case is a written account of real or stimulated
managerial problems, dilemmas, and situations
calling for solutions.
used in management education to give student
a feel for the complexities if the real work and
how the theories, models and research being
studied can be used in practice.

3. 
To diagnose what the problems or issues in the
case are, and why they have occurred, to
consider a variety of solutions; and to justify
what you believe to be the best solution.

4. 1.
2.
Theoretical Cases
Factual Cases

5. Theoretical Cases:
Case studies which are meant for reading and
clarifying theoretical concepts of a discipline,
such ad management, involving the study of
marketing, human relations, communication
and so on are academic case studies.
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6. Factual Cases. (Real cases):
Caste studies which describe and illustrate an
organization‟s experience and efforts to
overcome different problems and situations are
real cases. These cases are based on facts.
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7. 
Solutions to a problem can be only found through properly analyzing
the problem.
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Proper analysis generally requires at least two readings of each case.
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Main objectives in reading should be as efficiently as possible, to cover
material thoroughly and glean the most significant points

8. •
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Previewing is to learn as much about the case as
possible before actually reading it.
Look at the title, subtitle, headings and subheadings.
Resist the temptation to mark any items on the case
Merely size up the case how you are going to read
and dissect it.

9. 
Skimming involves previewing in greater detail.

Avoid the desire to read each word and to underline
items in the text.
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Look for major ideas, issues and potential
solutions.

Determine the thesis or key problems in the case.

10. 
Read at a comfortable pace.

Look for answers to questions or specific details
that you will need in deciding on solutions.

Make brief penciled notations to yourself, later
make them bolder with ink

11. 
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Scanning allows you to review names and facts that
are pertinent to the case.
Look for the unexpected elements.
Work on understanding the flow of information
from beginning to the end.

12. 
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Step-1 Study the Case
Step-2 Identify the Problem
Step-3 Define the Problem
Step-4 Identify the Cause of the Problem
Step-5 Develop Alternatives
Step-6 Evaluate Alternatives
Step-7 Develop Plan of Action.

13. Title of the case
 Statement of the problem
 The case
 Scope of the analysis
 Alternative solutions and their evaluation
(Create sub-sections for each solutions
separately)
 The best solution
 Conclusion
 Executive summary


14. 
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In executive summary – Mention the following
The problem
The possible solutions
The best solution
Recommended plan of action
Benefits to the company

15. 
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Not understanding and accepting the facts of
the case
Not explaining exactly what the problems are
and why they have occurred
Making unwarranted assumptions to try to
simplify the case
Sticking to generalities, such as “they must try
to improve communication”

16. 
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Not integrating the various points into a
preferred solution
Not using theories and concepts currently
being studied in the course
Seeking ways out of the situation (such as “fire
them all”) rather than trying to solve the
problems
Ignoring practicalities

19. 
Learn to slice through the stuff and make decisions.

Follow a logical, clear and consistent path through the case
analysis.

Recognize the difference between facts and inferences or
suppositions, strive to base your analysis on facts whenever
possible.
 Take a stand in your analysis and support it. The stronger and
better supported your stand, the better you will look.

21. 1.
2.
3.
Don’t expect a right
conclusion to be available
following the study of a case.
Don’t tell the instructor that
you lack information before
arriving at a decision.
Don’t expect cases to cover a
single discipline.

22. 4. Don’t expect your instructor to
give you clear instructions.
5.Don’t decide on a conclusion
early in the analysis and
become locked into that
conclusion
6. Don’t feel that you have to
solve all the problems in the
cases.

23. 
Be prepared for a discussion along the lines of
“What would you do, why would you do it, when
would you do it, and how you do it?”

24. Content
2.
Process or delivery
------------------------------Content – quality, quantity, factual correctness,
appropriateness. Feasibility.
coverage of important issues.
1.

25. 
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Personal grooming
Organizing
Visual aids
Voice
Body language
Fluency
Reaction to feedback from audience – Q&A

26. 
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Introduce yourself and the team
The company / case
Topics to be covered and the sequence
The role of the team members
Arrive early and check the venue and v. aids.
Trial.

27. 
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PPTs. handouts,. Flipcharts
Do not overdo. You are the hero(ine) !
the visual.
Use simple graphics.
Few and legible fonts.
Few lines per slide. Points only.
– not

28. 
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Stand erect. On your „toes‟ .one step ahead.
Do not turn your back to audience.
Eye contact. One – to- one ?
Smile and use humour appropriately. Do not
dilute seriousness.
Do not read from notes or PPT. checklist OK.

29. 
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Questions are best in the end.
Be polite, courteous non-personal, but
confident
Understand the Q well. Repeat of paraphrase if
necessary.
Take your time if necessary.
Appropriate team members to answer. Seek
help / or consult when reqd. from team
members.

30. 
Conclude with the main theme. Or summary
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Thank.