How to Analyze a Case Study?

A case study helps students learn by immersing them in a real-world business scenario where
they can act as problem-solvers and decision-makers. The case presents facts about a particular
organization. Students are asked to analyze the case by focusing on the most important facts and using
this information to determine the opportunities and problems facing that organization. Students are
then asked to identify alternative courses of action to deal with the problems they identify.

A case study analysis must not merely summarize the case. It should identify key issues and
problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case
study analysis can be broken down into the following steps:

 Identify the most important facts surrounding the case.

 Identify the key issue or issues.
 Specify alternative courses of action.
 Evaluate each course of action.
 Recommend the best course of action.

Let's look at what each step involves.

Identify the most important facts surrounding the case.

Read the case several times to become familiar with the information it contains. Pay
attention to the information in any accompanying exhibits, tables, or figures. Many case scenarios, as in
real life, present a great deal of detailed information. Some of these facts are more relevant than others
for problem identification. One can assume the facts and figures in the case are true, but statements,
judgments, or decisions made by individuals should be questioned. Underline and then list the most
important facts and figures that would help you define the central problem or issue. If key facts and
numbers are not available, you can make assumptions, but these assumptions should be reasonable
given the situation. The "correctness" of your conclusions may depend on the assumptions you make.
Identify the key issue or issues.

Use the facts provided by the case to identify the key issue or issues facing the company
you are studying. Many cases present multiple issues or problems. Identify the most important and
separate them from more trivial issues. State the major problem or challenge facing the company. You
should be able to describe the problem or challenge in one or two sentences. You should be able to
explain how this problem affects the strategy or performance of the organization.

You will need to explain why the problem occurred. Does the problem or challenge facing
the company comes from a changing environment, new opportunities, a declining market share, or
inefficient internal or external business processes? In the case of information systems-related problems,
you need to pay special attention to the role of technology as well as the behavior of the organization
and its management.

Information system problems in the business world typically present a combination of

management, technology, and organizational issues. When identifying the key issue or problem, ask
what kind of problem it is: Is it a management problem, a technology problem, an organizational
problem, or a combination of these? What management, organizational, and technology factors
contributed to the problem?

To determine if a problem stems from management factors, consider whether managers are
exerting appropriate leadership over the organization and monitoring organizational performance.
Consider also the nature of management decision-making: Do managers have sufficient information for
performing this role, or do they fail to take advantage of the information that is available?

To determine if a problem stems from technology factors, examine any issues arising from
the organization's information technology infrastructure: its hardware, software, networks and
telecommunications infrastructure, and the management of data in databases or traditional files.
Consider also whether the appropriate management and organizational assets are in place to use this
technology effectively.

To determine the role of organizational factors, examine any issues arising from the
organization's structure, culture, business processes, work groups, divisions among interest groups,
relationships with other organizations, as well as the impact of changes in the organization's external
environment-changes in government regulations, economic conditions, or the actions of competitors,
customers, and suppliers.

You will have to decide which of these factors—or combination of factors—is most important
in explaining why the problem occurred.
Specify alternative courses of action.

List the courses of action the company can take to solve its problem or meet the challenge
it faces. For information system-related problems, do these alternatives require a new information
system or the modification of an existing system? Are new technologies, business processes,
organizational structures, or management behavior required? What changes to organizational processes
would be required by each alternative? What management policy would be required to implement each
alternative?

Remember, there is a difference between what an organization "should do" and what that
organization actually "can do". Some solutions are too expensive or operationally difficult to implement,
and you should avoid solutions that are beyond the organization's resources. Identify the constraints
that will limit the solutions available. Is each alternative executable given these constraints?

Evaluate each course of action.

Evaluate each alternative using the facts and issues you identified earlier, given the
conditions and information available. Identify the costs and benefits of each alternative. Ask yourself
"what would be the likely outcome of this course of action? State the risks as well as the rewards
associated with each course of action. Is your recommendation feasible from a technical, operational,
and financial standpoint? Be sure to state any assumptions on which you have based your decision.

Recommend the best course of action.

State your choice for the best course of action and provide a detailed explanation of why you
made this selection. You may also want to provide an explanation of why other alternatives were not
selected. Your final recommendation should flow logically from the rest of your case analysis and should
clearly specify what assumptions were used to shape your conclusion. There is often no single "right"
answer, and each option is likely to have risks as well as rewards.

Thank you.
 Sample case.

Mr. Ram an electronic engineer from ABC engineering college, contributed his service in XYZ
Electrical Engineering Company for 10 years as a production in-charge. Recently he is promoted as a
production manager. He was excellent in designing and developing new electronic products. The newly
designed products like freeze, television, mobile set received wide appreciation at national and
international market. He is respected for his contribution in new product research and development. As
a research oriented person he always was updated with new research journals and publication of
electronic engineering. Ram, in one angle was an efficient engineer in his own profession and in other
angle, a popular guy among the employee of the company. His efficiency in profession, experience and
ability to work with people convinced management of the company to promote him into manager of the
production department.

Ram, now need to supervise 25 engineers which is challenging job. He is experienced a lot of difficulties
in managerial job as compared to a professional engineer. His continued work for long hours in order to
develop new design and model of the products is hampering his main job. He is unable to give sufficient
time to provide direction and coordination to subordinate engineers that top level management felt it
necessary to achieve maximum effectiveness and goal of the company. Moreover, Ram is facing
pressure from some engineers who believe that he is efficient in his engineering work and not in
managerial role. Ram wants to improve his work as a manager, hence he decided to discuss with top
management about the problem he is facing so that efficiency of the company can be improved.

Questions:

1. Mention the major problems faced by Ram as a manager.

2. Did top management made a mistake in promoting Ram as a production manager? Explain.
3. Explain the skill that Ram requires to become a successful manager.
4. Does a professional engineer can be successful manager? Explain, why or why not?

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Case: 2

Nepal jute mill (NJM) was established after the Second World War in the boarding town Biratnagar.
From the beginning of the establishment the ownership and management of NJM was with the private
sector. Biratnagar, Jhapa, Sunsari, and many parts of the saptari are known for producing raw jute.

The main jute product was jute bags. After Second World War there was a huge demand of jute product
in Nepal, India and Bangladesh. Until 1975 Nepal also exporting jute in India and Bangladesh. During that
time farmer also getting satisfactory price from selling raw jute.

In the beginning of 1980 the massive use of plastic bags begun, and the jute bags have been almost
replaced by them in the region. This has an adverse effect on every jute mill of the region specially
Nepal, India and Bangladesh. Looking at this situation of low demand for the jute products in the early
1990s Bangladesh government has banned the use of plastic bags for domestic and packaging purpose.
At the same time jute mill in Bangladesh were encouraged by the government to produce jute bags and
jute carpets. Jute carpet having good international market even in these days. In India and Nepal, there
was no such regulation to ban the use of plastic bags and encouraging the jute farmers and products.

In the late 90s NJM faced a big economic crisis and it had to close its mill for about a year. There was
declining national and international market for jute bags. Export of raw and finished jute declined in our
neighboring market as well. Its earnings decline heavily. The factory was not in the position to pay
salary and maintenance cost. They were not having alternative plan to survive in this situation. Finally, it
decided to sell its plants to a local entrepreneur. Now this factory was shifted from the place of its
original establishment. Employing 230 employees regularly, the mill is making good return of 5% on its
investment per annum. The mill has been encouraging jute farmers to cultivate raw jute with increasing
awareness against the use of plastic products, demand for jute products in increasing.

Questions:

A: what were the problems mentioned in Nepal Jute Mill?

B: How do you compare the situation of demand of jute product in the past and present?

C: Identify strength and weakness of Jute Mill of Nepal.

D: Can you give some suggestions to run NJM itself instead of selling it to local entrepreneur.

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