Case Digest Guide

STEPS OF PROBLEM ANALYSIS

1. READ / RESEARCH THE CASE THOROUGHLY
Many cases will involve several issues or problems. Identify the most important
problems and separate them from the more trivial issues. After identifying what
appears to be a major underlying issue, examine related problems in the functional
areas (for example, marketing, finance, personnel, and so on). Functional area
problems may help you identify deep-rooted problems that are the responsibility of top
management
2. DEFINE THE CENTRAL ISSUE
a. Inconsistencies between a firm’s goals and its performance may further
highlight the problems discovered in step
b. At the very least, identifying the firm’s goals will provide a guide for the remaining
analysis
3. DEFINE THE FIRM’SGOALS
The constraints may limit the solutions available to the firm. Typical constraints
include limited finances, lack of additional production capacity, personnel
limitations, strong competitors, relationships with suppliers and customers, and so
on. Constraints have to be considered when suggesting a solution
4. IDENTIFY THE CONTRAINTS OF THE PROBLEM
a. List should all the relevant alternatives that could solve theproblem(s) that were
identified in step
b. Use your creativity in coming up with alternative solutions. Even when
solutions are suggested in the case, you may be able to suggest better
solutions
5. IDENTIFY ALL THE RELEVANT ALTERNATIVES
Evaluate each alternative in light of the available information. If you have
carefully taken the proceeding five steps, a goodsolution to the case should be
apparent. Resist the temptation to jump to this step early in the case analysis. You
will probably miss important facts, misunderstand the problem, or skip what may be
the best alternative solution. You will also need to explain the logic you used to
chooseone alternative and reject the others.
6. SELECT THE BEST ALTERNATIVE
The final step in the analysis is to develop a plan for effectiveimplementation of
your decision. Lack of an implementation plan even for a very good decision can
lead to disaster for a firm and for you. Don’t overlook this step: explain how to
implement the decision.
7. DEVELOP AN IMPLEMENTATION PLAN

WRITING THE CASE PRESENTATION

FORMAT

[Section 1]

EXECUTIVE SUMMARY

Composed of four paragraphs up to 250 words only.

Written last to focus on following key points:

Where is the organization? [the current situation]

Why is it there? [policies, procedures, events, peoplethat led to the current situation
Where does the organization want to be? [goal andpreferred state of the
organization]
How will the organization get there? [course of action to be taken so the organization
can reach itsgoal, and the logic supporting the solution]

[Section 2]

INTRODUCTION

A whole section of the paper which consists of:

A. INDUSTRY BACKGROUND

provide a synopsis of the relevant information about the industry or sector of

the company or its main product [good or service], or its management –which
guides you in the discussion of the case.
 B. CURRENT SITUATION ANALYSIS

Analyzes an organization's internal and external environmentto understand the

organization's capabilities, customers, and business environment.

[Section 3]

CASE ANALYSIS

A whole section of the paper divided into majorcomponents, as follows

A. KEY ISSUES AND PROBLEMS

Present the central issue(s) or major problem(s) in the case here. Do not rehash
the facts of the case.
Assume that anyone reading thereport is familiar with the case.

B. GOAL AND OBJECTIVES

Goals are general guidelines that explain what the firm wants to
achieve. Objectives define strategies or implementation steps to attain the
identified goals. Unlikegoals, objectives are specific, measurable, and
have a defined completion date.
C. ASSUMPTIONS
Express your assumption as a complete, declarative sentence (not a question,
not a word or phrase or fragment). An assumptionis an unexamined belief: what we
think without realizing we think it. Anassumption can be proved and disproved in
your analysis

D. DATA ANALYSIS
Data Analysis is the process of systematically applying statistical and/or logical
techniques to describe and illustrate, condenseand recap, and evaluate data.

There are strategic tools available

E. RECOMMENDATIONS
Provide three mutually exclusivesuggestions to solve problem or reach goal: NO
ACTION. MODERATE ACTION. STRONG ACTION. Briefly present the major
arguments for and against each alternative. Be sure to state your assumptions and
the impact ofconstraints on each alternative.
 F. DECISION CRITERIA
We should always employ decisioncriteria in making any decision. Thecriteria are
going to help you determine that a successful decision has been made. What is
important to us that will help us determine our choice?

G. PREFERRED ALTERNATIVE
Provide rationale for the chosen alternative. All “guess-timates” or creative ideas
are established uponsome economic basis and reasoning.

H. IMPLEMENTATION PLAN
Outline a plan of action that will lead to effective implementation ofthe
decision so that the reader cansee not only why you chose a particular alternative
but how it willwork.

[Section 4]

CONCLUSION

a whole section of the paper that summarizes your decision in clear, simple
language. Present the analysis and the logic that led you to select a particular
solution. Also discuss the reasons you rejected the other alternatives.

NOTE:

Use Bookman Old Style, No. 12

Double Space

Place inside a (Board Type Folder) w/ paper binder

Observe Paper Paging (Lower Rightmost part)

APA Format

Include Documentation