Case Analysis Process.ppt

This pertains to any issues that affect the specific

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(this pertains to any issues that affect the specific industry under study – not companies or general environmental issues) •Examples include industry consolidation, profitability, general strategies, differentiation, market growth, etc. •This does not include individual competitor data Competition – COM (specific identification and data related to competitors in the stated industry) •Examples include names of competitors, market share, profitability, and specific strategies thereof •Start thinking of the key dimensions by which you can compare your company with competitors Strength – STR (any facts that appear to be positive for the company under study) •Even if you are unsure if this will ultimately be positive, include it as a strength if the case mentions it Weakness - WEA (any facts that appear to be negative for the company under study) •Be very careful to identify as many weaknesses as possible as they drive strategies •This is of the organization only – not industry level
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Case Template - Labeling Label in the case and capture here General Environment : Industry : Competition : Strengths : Weaknesses : Note: Answer key is at the end of this deck; please attempt to fill in the template before looking at possible answers
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Model for Effective Case Analysis What are the objectives? •Identify the key question •Flip through the case •Skim read the case •Carefully read the beginning and end Case Analysis Process 2. Labeling 1. Framing 3. Summarising 4. Synthesising 5. Concluding The key to good case analysis is to break down the case facts into a clear, understandable and useful form The key to good case analysis is to break down the case facts into a clear, understandable and useful form What are the facts? •Label the facts in the margins of the case: •General (GEN) •Industry (IND) •Competition (COM) •Strength (STR) •Weakness (WEA) What is important? •Summarise the facts •Eliminate unimportant •Eliminate redundant •Mark most important What are the options? •State the 1-3 key questions •Identify options (MECE) •State decision criteria •Summarise pros/cons What is the answer? •Take a position •Identify the few key supporting facts •Discuss implementation •Mention risks
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Phase 3 – summarising Key Question: What is important? STEPS TIPS Summarise the facts (the overall goal here is to pull out the key facts that have been marked in the case) •This process can take some time, but do not attempt to include everything that has been marked •Set up some blank templates to be filled in by using the material covered in the respective textbook (common frameworks are STEEP, Porter’s 5 Forces, 3 Cs – company, customers and competition, 4 Ps – product, price, place and promotion, & financial ratios) Eliminate unimportant facts (think of this as creating two piles - important vs. unimportant facts) •This is one of the hardest elements to effective case analysis, but perhaps the most important •As you sort through the facts, ask ‘so what’ about the fact and try to calculate if you think it may change the final answer Eliminate redundant facts (as you go, you
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