CASE ANALYSIS APPROACH

Step 1. Identify and clarify what you consider to be the major problems.
Remember symptoms are not necessarily the real (or root cause) problems.
Step 2. Identify and clarify what you consider to be the minor problems.
Consider in turn the different functional areas of the business, where appropriate;
a) marketing?
b) finance/accounting?
c) organizational/people?
d) productions/operations?
e) companywide?
f) industry wide?
Of course, in a particular problem situation, there may only be a single problem, or
problems, in just one of these areas.
Step 3. Policy or Management problems?
a) policy issues?
b) managerial issues?
Step 4. Identify rejected solutions, or possible alternatives.
Explain your reasoning for rejecting certain alternatives.
Step 5. There is never just one right solution to a messy problem.
Suggest possible solutions, or courses of action, needed to resolve your identified
problems. This exercise is an opportunity to develop your creative and analytical
problem-solving skills.
Justify your analysis and proposed solutions.
Again work through your problem list (i.e. steps 1, 2 and 3) in a systematic manner,
since your solutions may be addressing two or more inter- related problems at
the same time.
Steps 6. Explore the possible, and likely, consequences of your choice of
solution. Consider possible contingency plans, in the event that your solutions
do not work out satisfactorily, if implemented in practice.
In summary, the primary objective of a case-study analysis is the acquisition and
development of
problem-solving skills; analytical - thinking skills; and creative - thinking
skills; and that possible solutions are only right or valid when supported by a
thorough and comprehensive analysis. Your case-study analysis must
demonstrate a detailed, consistent, and logical reasoning. That is the acid test
to determine whether or not you possess either the potential or actual, problemsolving/decision-making abilities, and sound judgment, essential to be
managerially effective at the operational, tactical, or strategic levels.
Wisdom, and sound judgment, come from the practical experience of
managing people, not from classroom teaching.
A written analysis of a case-study, should therefore address the following topics:
1. Major vs Minor problems (analytical thinking).
2. Organizational, people policy, management problems (analytical thinking).
3. Recommended
reasoning).

solutions

(creative-thinking,)

with

justifications

4. Consideration and evaluations of rejected solutions - why?

(logical

5. Feasibility and implications (consequences) of implementing

recommended solutions, as well as possible contingency plans.

your