In this chapter, you will learn the proper way to analyze
and write a case report for any of the three different types
of cases: the formal case, the case story, and the critical
incident.
To fully understand the case you are assigned, and to
effectively analyze it, requires mastering a different
learning style, overcoming the fear of writing and
speaking, and developing your own personal system of
analysis.
There is a proper four-step way to read a case. First,
preview by looking at the basic outline of the case.
Second, skim to identify the key issues. Third, read and
reread the case to develop strategic notes. Fourth, scan the
case again prior to the class discussion.
As you read a case, you should consider the four
approaches to case analysis. Should your case be
examined from an organization as-a-system approach?
Would a behavioral perspective, which examines people
within the organization, work better? Could a decision-
making approach be employed? Would you be better off
to use a strategy approach?
As you start your case analysis, you should use the six-
step problem-solving model: (I) define the problem, (2)
consider all relevant information and any underlying
assumptions, (3) list all possible solutions to the
problem, (4) select a solution and prepare to defend it,
(5) determine the correct way to implement the
solution, and (6) decide how you will communicate
your decisions in your analysis.
This chapter will show you how to communicate your
findings by way of a written report. Three organizational
formats for the written report are examined: the suspense
mode, the news-first mode, and the strategic issues
format.
UNDERSTANDING THE CASE METHOD OF
LEARNING
What Is the Case Method?
The case method applies the ancient Socratic technique of
teaching people how to think and how to ask questions. It
develops skills in diagnosing situations, defining problems,
analyzing the sources and constraints of problems, developing
alternative courses of action, and deciding on particular
courses of action. The premise of the case method is that you
are more likely to retain and use concepts learned through a
guided discovery than you would through lectures and note
taking.
Skill development distinguishes the case method from other
teaching styles. Case courses pull together a broad array of the
latest theories, concepts, or techniques of finance, accounting,
management, or marketing, and present a general and useful
way of thinking about, analyzing, and solving actual business
problems.
Along the way, you will discover your strengths and
weaknesses in thinking and decision making, and you will
refine your ability to take risks when faced with unknown out
comes. The case method helps you develop the skills necessary
for becoming an effective manager.
Different Types of Cases
The Formal Case A formal case describes a simulated or
real-life situation faced by management. It may deal with a
specific problem experienced by one company or by an
industry as a whole. Problems and events in the simulated
situation are not identified as good and bad; the cases often
involve complex financial data and can cover 15 or 20 pages.
A single best solution mayor may not exist, although you may
apply some theories you have learned and arrive at what you
consider to be the best answer.
The case might focus on issues such as: Should a franchise
fast-food chain add a new food product? Should a company
move from one location to another? Should a company
diversify, merge, or acquire a competitor?
The Case Story The second type of case presentation,
the case story, differs from the formal case in several
ways. It is usually written, much like a news story, as a
chronological history of a decision made by
management. The outcome and an analysis of the
decision is presented and little excess information is
given. In this form of case presentation, management's
answer may not be the best answer.
This type of case can be two or three pages long and
usually follows the form of a good magazine or
newspaper article that has a one- or two-point thesis and
lots of narrative to describe actions taken by individuals
or the company.
The Critical Incident The third type of case gives little
background information and usually presents a situation
where the impact is greater on the interpersonal
relationships than on the organization itself. While the
formal case often involves long term, strategic decisions,
the critical incident asks, "What should we do now?" and
involves more immediate issues.
The opening paragraph of this type of case often throws
you into the middle of a dilemma. For instance, a critical
incident case might begin by saying, "A chemical
manufacturing company has had an explosion at a local
plant." The case, while short (two or three pages), gives
many of the possible solutions that can be developed.
Overcoming the Difficulties of the Case Method
Conquering a Different Learning Style The case
method is well suited for individuals who like to deal with
real-life situations. It is not as well suited for people who
find it difficult to operate in an environment of ambiguity
and uncertainty or who must have a final or correct
solution to a problem.
Overcoming the Fear of Writing and Speaking If you
are timid about your ability to present your problem
statements or solutions either on paper or orally, take
heart. The remainder of this chapter will help you develop
a method for reading and analyzing a case and then
writing a case analysis
Developing Your Personal System of Case Analysis As
you read the following pages and begin the process of case
analysis, work on developing your personal system of
thinking and decision making.
READING A CASE PROPERLY
There are four basic steps to properly reading a case:
previewing, skimming, reading, and scanning. The first three
should be done prior to writing your analysis or making an
oral presentation in class. The last, scanning, should be done
as you prepare to discuss the case in class.
Previewing
Previewing a case serves the same purpose as
previewing a magazine article or a book. Your goal is
to learn as much about the case as possible before
actually reading it. Look at the title and subtitle. Does
this information tell you anything about the focus you
should have as you read the case? Examine the title and
name of the author.
Skimming
Skimming involves previewing in greater detail.
Avoid the desire to read each word and especially to
underline or mark items in the text. As you skim, look
for major ideas, issues, problems, and potential
solutions-anything that will help you analyze the case.
Your chief objective in the skimming phase is to
determine the thesis or key problems or issues in the
case. Often, this information is found at the beginning
of the case. If it is not, search until you find it.
Reading
Now you are ready for your first reading of the case. Read at
a comfortable pace and look for answers to questions,
specific facts, or details that you will need in deciding on
solutions. Resist underlining on the first reading, since it is
time consuming and generally indicates you do not
understand the information. You can save underlining for a
second reading. In this way, you are less likely to highlight
unimportant information.
During your second reading, dissect and analyze the case
from the standpoint of problems, major issues, and potential
solutions.
Scanning
After you have absorbed the main points in the case,
scanning the highlights and your attached notes should be
sufficient to refresh the information in your mind. Scanning
allows you to review names and facts that are pertinent to
the case.
As you read the case, look for the common elements that
everyone examines, but also look for unexpected items that
might give you an edge on cracking the case. These items
might be actions of individuals, methods of recording
financial data, or ways inventories are ordered or recorded.
If you make a habit of looking for the unexpected, you may
find the most significant elements that will improve your
analysis of the case
CASE ANALYSIS APPROACHES
Before you begin your analysis, determine the specific
approach you will take toward the case. Four different
approaches are often used and are discussed below. 1
An effective case analysis may focus on one of these
approaches; most will involve two or more.
The Systems Approach
In the systems approach, organizations are viewed as
systems engaged in the process of converting inputs
into outputs. In this view you can often better see
problems, opportunities, and actions if you can
understand the components of a system and the ways
in which those components relate to each other. In a
manufacturing organization, for example, raw goods
are purchased and converted into products that are sold
to distributors and, ultimately, to consumers.
Manufacturing, as a process, makes more sense from
this systems view than from a view that sees it as
merely an assembly-line procedure.
The Behavioral Approach
The behavioral approach focuses on the people within an
organization and their behavior. The way individuals are
managed within an organizational setting is often the best
approach for an analysis.
The Decision Approach
In using the decision approach, one or more decision-
making theories or models are employed. The trick to
using this approach is to apply the appropriate theory in the
appropriate instance by making sure that you are answering
the problem you have stated. Do not analyze numbers just
for the sake of crunching numbers; make sure your analysis
is relevant.
The Strategy Approach
The strategy approach is most often used with longer, formal
cases and typically in business school policy courses. The
learning objective of such courses is to help managers develop
strategic thinking abilities. Using the strategy approach, a
manager would attempt to find a strategic fit between the goals
and objectives of an organization, the external environment, the
structure of the organization, and the resources needed to carry
out the described strategy.
To identify internal strengths and weaknesses you can assess
"resources" (inputs), "present strategy" (process), and
"performance" (outputs).
Conduct the SWOT process by addressing each of the parts.
Strengths are advantages like resources, market position,
new products, professional staff, unique and creative aspects,
and leadership expertise, upon which the organization can
capitalize. Organizations always desire to build upon their
strengths. Weaknesses are disadvantages that can hinder
performance and goal achievement. For an organization it is
often difficult to honestly identify weaknesses.
At the same time, strengths are often exaggerated. In
reality strengths and weaknesses are often similar and can
mirror one another. An organization's greatest strength can
also be its greatest weakness. Opportunities focus on the
future. They are advantages that the organization should
use wisely. Items that often surface here are technology,
experienced personnel, or quality manufacturing. Threats
are future events or happenings that can prevent success
and cause difficulty.
