It’s an International business management program and the assignment is quite simple.
PLEASE READ THE GUIDELINES CAREFULLY. [MLA 8TH edition citations needed]
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Case Analysis – detailed guideline of what to consider
- Identify the Corporate Objective
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{Use this space to write down your answer}
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- Identify and summarize the PRIMARY Challenge/Issue in one or two sentences.
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{Use this space to write down the primary problem you have identified}
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- There will be challenges or an issue the firm or brand faces.
- Sometimes, the issue will be clearly stated in the case. Often the problem is summarized in the last several paragraphs of the case, so it always a good idea to read this part of the case first.
Be sure to identify the problem and not the symptom of a problem. For example, a decline in sales is a symptom of a problem; you must identify the actual cause of the decline in sales. It is also important to establish that the problem is a major problem for the company.
- Identify the potential Target Market[s]/Segment[s] that you feel will meet the task you’ve been assigned.
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{Use this space to write down your answer}
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- Situational Analysis – W.O.T.
| Internal Aspects of the Company
These are organizations controllable activities that are performed especially well or poorly. Organizations strive to capitalize on their strengths and either fix or eliminate their weaknesses.
Using the information from the case/article[s], identify and briefly discuss the Strengths and Weaknesses of the company and or situation discussed in the case/articles. |
| Strengthsare facts about the staff, managers, business products and processes that are positive or have a positive impact on the business.
[Minimum of [3] well thought out points]
1. 2. 3.
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Weaknesses are facts about the staff, managers, business products, processes, etc. that need improvement.
[Minimum of [3] well thought out points]
1. 2. 3.
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| External Opportunities and Threats
Refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization. Opportunities and Threats are largely beyond the control of a single organization
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| Opportunitiesare external facts/trends that will have a positive impact on the business.
[Minimum of [3] well thought out points]
1. 2. 3.
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Threats are facts about something potentially negative going on outside of the businessthat could/will harm the business. [Minimum of [3] well thought out points]
1. 2. 3.
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- Formulate [3] possible Alternatives that could be used to meet resolve the Primary Problem or Issue. It may be helpful to brainstorm as many solutions as you can and then narrow your list down to three solutions you feel are the strongest.
Evaluate each alternative solution by considering the “Pros” [e.g. increased productivity] and the “Cons” [e.g. increased cost].
| Alternative Solution #1 – {use this space to write down what could be a possible recommendation}
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| • List and briefly discuss [3] points that are “positive” about the suggested Alternative. | • List and briefly discuss [3] points that may be considered “negative” about the suggested Alternative. |
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2. 3. |
1.
2. 3. |
| Alternative Solution #2 – {use this space to write down what could be a possible recommendation}
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| • List and briefly discuss [3] points that are “positive” about the suggested Alternative. | • List and briefly discuss [3] points that may be considered “negative” about the suggested Alternative. |
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2. 3. |
1.
2. 3. |
| Alternative Solution #3 – {use this space to write down what could be a possible recommendation}
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| • List and briefly discuss [3] points that are “positive” about the suggested Alternative. | • List and briefly discuss [3] points that may be considered “negative” about the suggested Alternative. |
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5. 6. |
4.
5. 6. |
For each possible course of action, think through the consequences. Almost every action has negative as well as positive consequences. Think carefully about:
- How each course of action will be perceived by each stakeholder?
- How will each course of action affect other problems that must be resolved?
- The difficulties you will encounter in implementing the course of action under consideration.
- How implementing the course of action you propose may create new problems.
- How uncertainties in your evidence and assumptions you have made during your analysis might affect the courses of action that you are considering. Consider what you can do to prepare for the possibility that the assumptions you made might prove to be wrong.
Remember, each suggested Alternative must be viable for the business profiled in the case
- Identify [1] Recommendation [from your Alternatives] that will help solve the problem and/or capitalize on the opportunities. All your options should be good opportunities but choose only [1] that makes the most sense to begin with.
Prepare a rationale for your recommendations, based on other elements of your analysis, that anticipates challenges and counterarguments that are likely to made by others
- Each recommendation MUST be viable to the business profiled in the case.
- Ask yourself if the business has the resources to successfully implement the recommendations?
- Recommendations should be based on what needs to happen first.
- Add any other details needed to fully describe this alternative use supporting documentation to quantify your choice.
- Do not introduce new ideas at this stage!
- This section of your report states the actions necessary to ensure that the recommendations happen. List in chronological sequence planned Implementation Strategies of your Recommendation:
Case Analysis Tips:
1. Know the case backwards and forwards before you begin your case study analysis.
2. Give yourself enough time to write the case study analysis. You don’t want to rush through it.
3. You are required to offer analysis and evidence to back up your conclusions. Do not rely on unsupported opinions, over-generalizations, and platitudes as a substitute for tight, logical argument backed up with facts and figures.
4. If your analysis involves some important quantitative calculations, use tables and charts to present the calculations clearly and efficiently. Don’t just tack the exhibits on at the end of your report and let the reader figure out what they mean and why they were included. Instead, in the body of your report cite some of the key numbers, highlight the conclusions to be drawn from the exhibits, and refer the reader to your charts and exhibits for more details.
5. Demonstrate that you have command of the strategic concepts and analytical tools to which you have been exposed. Use them in your report.
6. Be analytical, not descriptive. Your interpretation of the evidence should be reasonable and objective. Be wary of preparing a one-sided argument that omits all aspects not favorable to your conclusions. Likewise, try not to exaggerate or overdramatize. Endeavor to inject balance into your analysis and to avoid emotional rhetoric. Strike phrases such as “I think,” “I feel,” and “I believe” when you edit your first draft and write in “My analysis shows,” instead.
7. Be honest in your evaluations. Don’t let personal issues and opinions cloud your judgment.
Now… go back and look at what you wrote. Have you applied your knowledge [from all your studies] to the case analysis? Does it make sense for the company profiled in the case study? Is the “client going to “buy-in” to what you have to say?
