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Unformatted text preview: nduct a case analysis—you should not step beyond the scope of the case in writing
your analysis. For the team case, the time period for the analysis is today.
3) Some cases contain an abundance of information, while others contain a dearth of
information—just like real world decision situations. One of the primary goals of case
analyses is force you to make sound decisions with the information at hand—the
emphasis is to develop quality decision-making processes, not “getting the right answer,”
and you will be graded based on the soundness of your logic and business thinking. You
will not be graded on whether you have the “right answer” since cases rarely have “one
4) It is expected that you will “fill in” details (i.e., make reasonable assumptions) in a case
analysis (particularly in the implementation/action plan section) as long as you are
GEB Guide to Conducting Case Analyses—Spring Page of exhibiting sound business thinking. It is not acceptable to simply create details that have
no basis in reality or that do not exhibit sound business judgment.
5) As an outside consultant to the organization being analyzed, you cannot call for outside
consultants to come in and study the problem, solve the problem, etc. within your case
analysis. You also cannot call for the organization to form a team/task force, etc. to study
the problem/arrive at a solution (this error typically occurs within the
implementation/action plan section of the paper). Remember, you are the consultant being
asked to provide the answers.
6) Be as specific as possible, especially within the recommendation, implementation/action
plan sections, and the financial appendix.
7) Another primary goal of writing cases analyses is to communicate effectively and
efficiently. Most senior managers do not have the time, nor will they make the time, to
read a poorly stated and/or poorly thought-out analysis. A 4-page analysis requires that
you write succinctly and clearly. Remember, every word counts. Written Case Analyses Most Common Problems
Key Strategic Issues/Problem Identification Section
Vague or missing statement of the key issue
Poor or missing justification of why the issue is the key issue
Missing or underdeveloped analysis about the implications for the organization if the key
issue is not addressed
Mistaken identification of a non-strategic item as a key issue
Providing scenarios b...
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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.
- Spring '10