Case Studies Analysis

Pramod Shetty Professor - Operations Management

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Why ? – The Dialogue .

Complex. 2. 4. real world scenarios Supporting information Open-ended problems Prompts and questions • Focus • Lengths .Defining Case Studies 1. 3.

Impact • • • • • • Affective learning Self-direction Responsibility for learning Oral presentation Communication Cooperation .

Apply the solving process • • • • • • • Define Issues Analyze case data Generate alternatives Select Decision criteria Analyze and evaluate alternatives Select preferred alternative Develop an action plan .

Fish bone tool Constraints and opportunities – SWOT analysis. Quantitative and qualitative assessment .Analyze case data Cause and effect .

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Select Decision criteria • • • • Profits. ROI Competitive advantage Customer satisfaction Employee morale .

Cus_Satis. Competitive etc .Analyze and evaluate alternatives • • • • Cost Time Ease of implementation RoI.

Democracy and Education. 1916 . They give the pupil something to do. and the doing is of such a nature as to demand thinking. not something to learn.” John Dewey.Inquiry based learning “…careful inspection of methods which are permanently successful in formal education… will reveal that they depend for their efficiency upon the fact that they go back to the type of situation which causes reflection out of school in ordinary life….

Discussion .

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Product: What are you offering (whether product or service)? How does your product differ from the rest of the competition? Does it offer something valuable or unique? And how consistently and standardized can you offer the product/ service? 2. And continuously refine them. is demand for your product elastic or inelastic in case of price changes? 4. . You should align this with where your target market spends more time and frequents. or targets Class C and D? Your pricing should not only consider competition.4 Ps of Marketing Before you launch your business. your target market. 1.Price: For how much are you selling your product or service? Is it a premium brand. flyering.Place: Where is your product or service located? Is it a foodcart. it should also consider. whether on the web or out in the streets. easily searchable in search engines. make sure you establish these 4Ps. near your target market and niche? Easily accessible? Are neighboring stores. an online store. likable in Facebook and followable in Twitter. Targeting the lower socioeconomic class with a premium priced product or service is definitely a disconnect. if any. it pays to be online. located in a mall? With heavy foot-traffic. first and foremost. Also. and if relevant.Promotion: How do you market and advertise your products? At this day and age. etc? . aligned with the market segment your are targeting? 3.

Is your product copyrighted. patented.Porter's 5 Forces Competition is a relevant major force. 3.Threat of New Competition: Like in foodcart businesses. no other alternatives? If they fail to deliver. 1. And some industries where rivalry is not just limited to advertisements and within the industry. Intensity of Competitive Rivalry: Are you in a cut-throat industry? Or is your strategy to focus in your small yet sustainable market niche? How will you stand out in fierce competition? There are many business out there controlled by just a handful of market players. or when the going gets tough. Will your customers stick to your product through thick and thin.Threat of Substitute Products or Services: Before there was Starbucks. Big concern especially for businesses that do not have economies of scale yet. they'll go for cheaper or better alternatives? You can't just be mindful of direct competitiors. now we have milk teas. sodas etc). Again. then that customer can easily haggle and bargain with you. they'll no longer avail of your business. Otherwise.Bargaining Power of Customers: If I'm a consumer.Bargaining Power of Suppliers: Concentration risk on a select few suppliers. Milk teas are also eating up the small market of pearl shakes and coolers. But if you have a very small and focused market (like one major customer only). price elasticity of your products? Lastly. but not the only force you should be concerned and prepared for. And I'm sure it also has a dent on other beverages (teas. . Also. are your consumers the type who will easily bash you in the world wide web due to poor service? 4. you also fail your customers. but also in setting up deals with sister companies in other industries. If they charge you more. indirect competitors from other categories and substitutes can also harm your business. how fast do we see replicas and copycats sprouting here and there? There are businesses that have many 'barriers to entry' while there are more businesses that are easy to copy. then you have no choice. I wish. need to be mindful of these prior to launch and regularly post-launching. licensed only to select few or with a winning secret recipe? Or your neighbor can easily copy your business tomorrow and improve on it? 2.