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Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
Case Analysis.ppt
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Case Analysis.ppt

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  • 23
  • The TOWS tool combines the ingredients of SWOT (our assessment of the internal and external environments, which used the EFAS and IFAS tables) in a way that can suggest some strategies. It matches external opportunities and threats facing a particular company with that company’s internal strengths and weaknesses to result in four sets of possible strategic alternatives. Have we got some examples of some strategies? SO Strategies ST Strategies WO Strategies WT Strategies Source:  Adapted from Long-Range Planning , April 1982, H. Weihrich, “The TOWS Matrix—A Tool for Situational Analysis.” and Wheelen and Hunger
  • Transcript

    • 1. Analyzing Strategic Management Cases
    • 2. Agenda <ul><li>Case Presentation </li></ul><ul><li>Steps to Case Preparation </li></ul><ul><li>Presentation Requirements </li></ul><ul><li>Report Requirements </li></ul>
    • 3. Robin Hood
    • 4. Robin Hood: Organizational Profile <ul><li>Brief History </li></ul><ul><li>First year of Revolt: built a large body of men with grievances; made a disciplined fighting force; housed in Sherwood Forest </li></ul><ul><li>Robin ruled supreme; had lieutenants to whom he delegated functions </li></ul><ul><li>Fame spread; the band grew </li></ul><ul><li>As the band grew, discipline slackened and food was scarce. </li></ul><ul><li>Revenues were running short as the rich were avoiding the forest </li></ul><ul><li>Barons want to overthrow Prince John, bring King Richard back, and want Robin Hood to help them in exchange for amnesty </li></ul><ul><li>Something had to change, but what? </li></ul>
    • 5. Robin Hood: Financial Indicators <ul><li>The Changing Forest </li></ul><ul><li>First year, did well. Small organization, growth was steady, revenues consistent, stockholder support </li></ul><ul><li>No competition </li></ul><ul><li>Company Year 1 Year 2 Change </li></ul><ul><li>Revenue 13.4 12.1 -1.3 </li></ul><ul><li>Expenses 10.0 11.5 +1.5 </li></ul><ul><li>Coffers 3.4 .6 -2.8 </li></ul>
    • 6. Robin Hood: The Problem(s) <ul><li>Sheriff is getting stronger; more men and money </li></ul><ul><li>Band is running out of money </li></ul><ul><li>Food is scarce </li></ul><ul><li>How do we decisively end the conflict before the Sheriff regains control? </li></ul>
    • 7. Robin Hood: SWOT <ul><li>Strengths </li></ul><ul><li>Strong leadership </li></ul><ul><li>Large band of well-trained fighting men </li></ul><ul><li>Support from stockholders (the peasants and farmers that hate the Sheriff) </li></ul><ul><li>Weaknesses </li></ul><ul><li>Unable to sustain growth (limited resources) </li></ul><ul><li>Lack of familiarity with all org members </li></ul><ul><li>Opportunities </li></ul><ul><li>Expand into other forests, spreading the revenue base </li></ul><ul><li>Threats </li></ul><ul><li>The sheriff is getting stronger, increased competition </li></ul><ul><li>Prince John is paranoid, could act irrationally </li></ul><ul><li>Barons could undermine Robin’s efforts </li></ul>
    • 8. Threat of Substitute Products Low Threat of New Entrants Threat of New Entrants Low Rivalry Among Competing Firms in Industry Low Bargaining Power of Buyers Low Bargaining Power of Suppliers Not known Robin Hood: Five Forces
    • 9. Robin Hood: Alternatives <ul><li>WO Strategies : Limit size of band </li></ul><ul><li>Turn the fighting band into a group of elites </li></ul><ul><li>Maintains discipline </li></ul><ul><li>Solves food issues </li></ul><ul><li>Basically, curtail growth </li></ul><ul><li>SO Strategies : Kill the Sheriff </li></ul><ul><li>Wipe him out, no more problems </li></ul><ul><li>Has the men to do it </li></ul><ul><li>When the sheriff is gone, disband </li></ul><ul><li>WT Strategies : Disband </li></ul><ul><li>Give up the cause, return to normal life </li></ul><ul><li>Robin flees to another country to escape punishment </li></ul><ul><li>ST Strategies : Join the barons </li></ul><ul><li>Has the fighting force </li></ul><ul><li>Get access to capital markets </li></ul><ul><li>Maybe ends the conflict quicker </li></ul>TOWS Matrix Weaknesses: Strengths Opportunities Threats
    • 10. Robin Hood: Recommendations <ul><li>Recommendation : </li></ul><ul><li>Join the barons </li></ul><ul><ul><li>take a chance on getting King Richard back and getting rid of John and the Sheriff in one fell swoop </li></ul></ul><ul><ul><li>Get capital to grow the business and feed the troops </li></ul></ul>
    • 11. Robin Hood: Case Update <ul><li>Robin joined the barons. </li></ul><ul><li>King Richard was freed and reclaimed the throne </li></ul><ul><li>Prince John was exiled and the Sheriff lost his job; he now cleans pigsties for a living. </li></ul><ul><li>Robin was exonerated and lives in a large mansion on the edge of Sherwood Forest, enjoying life with his wife (Maid Marion), three kids, two horses, and a dog named Jack. </li></ul>
    • 12. Robin Hood: The End <ul><li>Questions? </li></ul><ul><li>Thank You! </li></ul>
    • 13. How to Conduct a Case Analysis <ul><li>Put yourself “inside” the case </li></ul><ul><ul><li>Think like an actual participant </li></ul></ul><ul><ul><ul><li>Strategic decision maker </li></ul></ul></ul><ul><ul><ul><li>Board of directors </li></ul></ul></ul><ul><ul><ul><li>Outside consultant </li></ul></ul></ul>
    • 14. Five Steps: Step One <ul><li>Become familiar with the material </li></ul><ul><ul><li>Read quickly through the case one time </li></ul></ul><ul><ul><li>Use initial read-through to assess possible links to strategic concepts </li></ul></ul><ul><ul><li>Read the case again, making notes </li></ul></ul><ul><ul><li>Evaluate application of strategic concepts </li></ul></ul><ul><ul><li>After forming first recommendation, thumb through the case again to assess consequences of actions you propose </li></ul></ul>
    • 15. Five Steps: Step Two <ul><li>Identify problems </li></ul><ul><ul><li>Symptoms vs.. Problems: avoid getting hung up on symptoms </li></ul></ul><ul><ul><li>Some cases have more than one problem </li></ul></ul><ul><ul><li>Articulate the problem </li></ul></ul><ul><ul><ul><li>Writing down a problem statement gives you a reference point when you proceed through the case analysis </li></ul></ul></ul><ul><ul><li>Some problems are not apparent until after you do the analysis </li></ul></ul>
    • 16. Five Steps: Step Three <ul><li>Conduct strategic analyses </li></ul><ul><ul><li>Determine which strategic issues are involved </li></ul></ul><ul><ul><li>Use strategic tools to conduct the analysis </li></ul></ul><ul><ul><ul><li>Five-forces analysis </li></ul></ul></ul><ul><ul><ul><li>PEST analysis </li></ul></ul></ul><ul><ul><ul><li>SWOT analysis </li></ul></ul></ul><ul><ul><ul><li>Value chain analysis </li></ul></ul></ul><ul><ul><ul><li>Resource-Based View of the Firm (VRIO) </li></ul></ul></ul><ul><ul><ul><li>Contingency frameworks </li></ul></ul></ul><ul><ul><ul><li>Financial analysis </li></ul></ul></ul><ul><ul><li>Test your own assumptions about the case </li></ul></ul>
    • 17. Five Steps: Step Four <ul><li>Propose alternative solutions </li></ul><ul><ul><li>Develop a list of options first without judging them </li></ul></ul><ul><ul><ul><li>Do nothing is often a reasonable alternative </li></ul></ul></ul><ul><ul><li>Evaluate alternatives </li></ul></ul><ul><ul><ul><li>Can the company afford it? </li></ul></ul></ul><ul><ul><ul><li>Is the solution likely to evoke a competitive response? </li></ul></ul></ul><ul><ul><ul><li>Will employees accept the change? </li></ul></ul></ul><ul><ul><ul><li>How will it affect other stakeholders? </li></ul></ul></ul><ul><ul><ul><li>How does it fit with the vision, mission, objectives? </li></ul></ul></ul><ul><ul><ul><li>Will the culture or values of the company change? </li></ul></ul></ul>
    • 18. Five Steps: Step Five <ul><li>Make recommendations </li></ul><ul><ul><li>Make a set of recommendations that your analysis supports </li></ul></ul><ul><ul><li>Describe exactly what needs to be done </li></ul></ul><ul><ul><li>Explain why this course of action will solve the problem </li></ul></ul><ul><ul><li>Include suggestions for how best to implement the proposed solution </li></ul></ul><ul><ul><li>The solution you propose must solve the problem you identified </li></ul></ul>
    • 19. Points to Remember <ul><li>Always connect the problem(s), alternatives, and recommendations </li></ul><ul><li>Often, the problem is stated in the case; you just have to look a little for it </li></ul>
    • 20. Presentation Requirements <ul><li>Introduction of Management Team </li></ul><ul><li>Outline of presentation </li></ul><ul><li>Company Overview </li></ul><ul><li>Problem Identification </li></ul><ul><li>Strategic Analysis </li></ul><ul><li>Alternatives </li></ul><ul><li>Recommendation </li></ul><ul><li>Conclusion/Wrap Up of pertinent information </li></ul><ul><li>15-20 minutes in length </li></ul>
    • 21. Report Requirements <ul><li>Include: </li></ul><ul><ul><li>Cover sheet with: </li></ul></ul><ul><ul><ul><li>Class and section </li></ul></ul></ul><ul><ul><ul><li>Group name </li></ul></ul></ul><ul><ul><ul><li>List of group members </li></ul></ul></ul><ul><ul><ul><li>Case name and number </li></ul></ul></ul><ul><ul><li>Historical Overview/Company Profile </li></ul></ul><ul><ul><li>Identify problem(s) </li></ul></ul><ul><ul><li>Strategic Analysis </li></ul></ul><ul><ul><li>Alternatives </li></ul></ul><ul><ul><li>Recommendation(s) </li></ul></ul><ul><li>Be thorough, but brief and concise. </li></ul><ul><li>Use charts and graphs to consolidate information and keep it interesting. </li></ul><ul><li>Pattern report on presentation </li></ul>
    • 22. Report Requirements (cont.) <ul><li>Format-Business style writing </li></ul><ul><ul><li>3-5 pages in length </li></ul></ul><ul><ul><li>Times New Roman font, 12 pt., 1 inch margins </li></ul></ul><ul><ul><li>Single-space paragraphs </li></ul></ul><ul><ul><li>Double-space between paragraphs and after headers </li></ul></ul><ul><ul><li>Section headers in bold; sub-headers italicized; no punctuation after headers </li></ul></ul><ul><ul><li>All type should be left justified (do not indent paragraphs) </li></ul></ul><ul><ul><li>Charts and graphs should be in-line, not in appendix </li></ul></ul><ul><li>Watch paragraph lengths, grammar, spelling </li></ul><ul><li>Consistent formatting throughout </li></ul><ul><li>Use charts, graphs, images and bullets; be creative but professional; graphs should not be to big </li></ul>
    • 23. Submission Requirements <ul><li>On day of presentation, submit the following: </li></ul><ul><ul><li>Report </li></ul></ul><ul><ul><li>Copy of slides </li></ul></ul><ul><ul><ul><li>Print 6 to a page; needed for reference only </li></ul></ul></ul>

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