Ibus 311: How To Analyze A Case And Use The Numbers Without Getting Lost

Front 1

Overview

Back 1

Definition and purpose of cases
Types of cases
Case analysis and presentation – complete picture
Case analysis step-by-step
Dealing with quantitative data
Supporting material

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What Is A Case?

Back 2

A text that refuses to explain itself
A method to reinforce theories and concepts presented in a course in an applied manner.
A story that simulates reality

Front 3

Why Cases in Management Education?

Back 3

Gain experience in problem solving an decision making.
Improve your analytical and diagnostic skills.
Apply what you’ve learned and integrate across business courses.
Learn to communicate results orally and in writing.
Nota bene: Consulting firms such as McKinsey use cases in the hiring process!

Front 4

Types of Case Situations

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Most (not all!) cases belong to one of the following categories. Being aware of this can help in the analysis
1. Problems
2. Decisions
3. Evaluations

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Types of Case Situations 1: Problems

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Problem: A situation in which
1. There is a significant (positive or negative) outcome or performance, and
2. There is no explicit explanation of the outcome or performance.
Example: A manager changed the firm’s sales strategy based on careful analysis of the data. Her analysis was superb. But the sales staff refused to go along.
Approach: Define the problem. Then try to explain linking outcome to root causes using information contained in the case (facts, events, peoples’ opinions and feelings) and relevant tools and concepts from a specific or multiple courses.

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Types of Case Situations 2: Decisions

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Decision: Case describes a situation that requires a decision. Usually a good decision is only possible after analysis of the current situation and what caused it.
Decision analysis usually requires:
- Formulating alternatives based on analysis;
- Defining the decision criteria (e.g. profit, market share, product quality, etc.);
- Evaluating the alternatives based on the criteria; each alternative will have positives and negatives. Subjective aspects often play a role. “For some the glass is half full, for others it’s half empty.”

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Types of Case Situations 3: Evaluations

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Evaluation: The assessment of an act, e.g. a decision that has been taken. Example: The decision of the EU to admit new members.
Evaluations require criteria.
Evaluations express the fit between criteria and evidence, both positive and negative.

Front 8

Case Analysis and Presentation

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1. What is the assignment? Stay focused!
• Who is your audience?
1. What do they want to know?
2. What do they need to know?
3. What do they know already?

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#1: Stay Focused

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Keep the case context in front of you -- always!
Remember: No matter how creative, profound and intelligent: if you don’t deliver what your audience wants, your work is worth less or even worthless!

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#2: Gain Familiarity

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First Reading: What is the case all about?
 What do the case’s main headings reveal?
 Any clues in the first or last paragraphs?
Second Reading: What case type is it?
 Problems? Decisions? Evaluations? Rules?
Third Reading: What’s in the main sections of the case?
Fourth Reading: What’s in the exhibits?

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# 3: Craft a Good Problem Statement

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Symptoms
Actors’ statements
Context, Framing:
 Social/global trends,
 Industry developments,
 Company history/situation, competencies
 Rivals’ moves/strength,
 Decision makers’ motivations, objectives, etc.

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#4: Conduct the Analysis

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Break problem into sub-problems and formulate them as questions.
Analyze each and develop answers using appropriate concepts and theories. Keep your textbook nearby!!!

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Sensitivity analysis

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How susceptible are answers to alternate assumptions? What can go wrong?
Use Quantitative Case Data
Take it slowly: More haste = more waste.
Never pick your calculator until you know why you are doing the calculation, what you intend to do with the result and how to interpret it.
After each calculation ask: What does it mean? What does it imply? Am I surprised? Is it good, bad, indifferent?

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Calculations are supposed to ____ your analysis, not the other way around.

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Serve

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Always state what you expect _____ doing a calculation.

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Before

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Remember to ask when conducting analysis:

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(1) What do I need to know in order to understand the situation?
(2) What measurements will assist my assessment?
(3) How can I get those measurements?
(4) What data do I need for the calculations?
(5) What data are given in the case? (6) If the data is missing can I make an informed guess?

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Remember about numbers when conducting analysis:

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Numbers should also be used to estimate the consequences of recommendations made by the student, especially in decision-type cases: “If we implement Decision A our expected sales and profit will be X and Y, whereas…."

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#5: Develop Results

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Do the results provide answers to the initial questions raised by your audience?
Did we consider alternative courses and explanations and explain why we rejected them?
If you think the audience asked the wrong questions make sure to explain why you changed the initial questions!

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Additional Material about the case method from a student’s perspective

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 Consulting firms’ web sites: McKinsey, Boston Consulting Group
 http://business.library.emory.edu/info/career/consulting/case-int.html

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About making a presentation

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 Munter/Russell, Guide to Presentations. Prentice Hall
 Mandel, Effective Presentation Skills. Crisp
 Center for Excellence in Student Leadership http://xcel.binghamton.edu
 http://web.cba.neu.edu/~ewertheim/skills/oral.htm