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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 right answer.” 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.

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