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2 an alternatives section to address the key issues

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Unformatted text preview: 1-2 sentences for each scenario. 2) An Alternatives section to address the key issues (typically 1- 1½ pages). Alternatives must be strategic, and they must be mutually exclusive. For example, two alternatives for an issue could be to a) buy the competitor, or b) not to buy the competitor—obviously the organization cannot do both. You will usually develop 2 or 3 alternatives in an analysis. Rarely, if ever, is “do nothing” or “continue to do what they are doing” a strategic alternative for a case. a) For each alternative briefly detail the alternative (1-3 sentences) and then: ______________________________________________________________________ GEB Guide to Conducting Case Analyses—Spring Page of i) Discuss 2-3 strategic advantages of the alternative (1 or 2 sentences for each advantage) ii) Discuss 2-3 strategic disadvantages of the alternative (1 or 2 sentences for each disadvantage) 3) A Recommendation section where you select 1 (and only 1) alternative from the list above as the recommendation (typically ½-¾ page)—this answers the question of “what should the organization do?” a) Describe 1-3 key decision criteria and/or assumptions, with rationale, that will serve as the basis of the decision. (2-3 sentences). b) State the recommended course of action (from your list of alternatives) and possibly provide a little more elaboration of the recommendation beyond its description in the alternative section (1-3 sentences) c) Describe why the recommended course of action is the best alternative and the weaknesses of the other alternatives that prevent them from being selected as the recommendation (2-4 sentences) d) Describe the goals and objectives the recommendation (2-5 sentences). This must include: 1) a stated time frame for achieving; 2) appropriate specific goals (profit, market share, etc.); 3) expected costs and benefits. 4) A section discussing the Implementation/Action Plan (typically 1 ½-2 pages)—this answers the question of “how should the organization go about achieving the recommendation”. This i...
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This note was uploaded on 02/01/2014 for the course MGT 300 taught by Professor Stevenson during the Spring '10 term at Golden Gate.

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