Business case analysis techniques to the University level students.

1. A Workshop on
Case Analysis
Hari Adhikari
MBA, M.Phil
Management
May, 2016

2. Case Studies Module Overview
• What is Case
• Learning objectives of case studies
• Steps in analysing a case
• Common errors made in case study analysis
• Sample Analysis
• Case Solution Practice

3. Case Studies
• A useful learning tool  used in management education >>
feel for the complexities of the real work and how the theories,
models and research being studied can be used in practice.
• Facts about a particular organization.
• Focus on the most important facts and using this information
>> determine the opportunities and problems facing that
organization.

4. Learning Objective
• To diagnose what the problems or issues in the case are,
and why they have occurred.
• To consider a variety of solutions; and
• To justify what you believe to be the best solution.

5. Steps in Analysing Cases
1. Gain an overview of the case
2. Establish what has happened (specify objectives)
3. Determine the causes/ problems
4. Develop possible solutions/ alternatives
5. Evaluate these solutions/ alternatives
6. Suggest the best alternatives
7. Formulate recommendations
Alternative: 1. What is the business problem; 2. What factors affect the
problem; 3. How would you/your team solve the problem? Justification.

6. 1. Gain an overview of the case
Read the case quickly to gain familiarity with major events and
characters and to note what seems to be the central problem(s).
If time is limited…. Do the
diagonal reading to know the
issue/ problems.
Start by Reading Questions.
Underline the KEY Words.

7. • Note that case studies often contain substantial information
with information presented in sometimes chaotic (random)
order.
• Case studies usually present information chronologically.
1. Gain an overview of the case

8. 2. Establish what has happened or
The Business Problem
• Go over the case in greater detail to establish a clear picture
of what has happened.
• Establish the who, what, where, and when of the
situation/problem.

9. 2. Establish what has happened or
The Business Problem
• There is at least one fundamental business problem in every case.
• The problem may be “How to collect money from a deadbeat
customer” but the issue may be broader “ How can they reduce
accounts receivable aging to 30 days or less? (Policy)
Changing environment
New opportunities
Declining market share
Inefficient internal or external business processes

10. Specify an objective for the managers involved
• Once the business problem(s) have been identified >> Think about
the outcomes you would most hope to see for the company.
• You are the Consultants on the case.
• Quantify the desired results if possible. “We wish to reduce A/R aging
by 15%. (SMART).

11. 3. Determine the causes and issues
• Consider a variety of possible causes or issues to support the facts >>
how well they explain what has happened.
• Try to separate symptoms from problems.
• Decrease in no. of motor-parts sold (symptoms);
• Degrading customer Services (Major Problem)
• Rank order the critical problems/issues
• (Have an opportunity to launch a product extension but not have sufficient
market research data).
• (May need corporate website but doesn’t have a marketing strategy).

12. Symptoms and Problems

13. 4. Develop possible solutions
• Develop several possible solutions to the problem(s).
• Different solutions may need to be considered, depending
upon whether the aim is:
• To have prevented what has already happened
• To salvage the present situation
• To avoid similar problems in the future.

15. 5. Evaluate these solutions
• Consider each possible solution, detailing exactly what would need to
be done to implement it.
• Solutions will likely be in line with the concepts learned in the course.

16. • There is a difference between what an organization "should do" and
what it actually "can do".
• Think about any constraints or impediments >> difficult to implement
possible solutions (e.g. technological constraints, personal limitations,
lack of resources (people, budget).
• Assign weights and values to the solutions (Give logics)
• Why are the chosen ideas superior and how will they work?
5. Evaluate these solutions

17. Write up solutions
• Cases are not the Comprehensive passage.
• You may not find all the answers in the case.
• You should answer from your knowledge taking it as a
background.

18. 6. Formulate recommendations
• Recommend exactly how the solution can be implemented.
• A broad view of the situation should be taken.
• Relatively simple, inexpensive solution with contingency
plans for more elaborate solutions can best be applied.

19. 6. Formulate recommendations
• State detailed explanation on the choice for the best course of action
selected.
• Explain why other alternatives were not selected.
• Final recommendation should flow logically from the rest of your case
analysis
• Clearly specify what assumptions were used to shape conclusion.
• There is often no single "right" answer, and each option is likely to
have risks as well as rewards.

20. Common Errors in Analyzing Case Studies
• Not understanding and accepting the facts of the case
• Not explaining exactly what the problems are and why they
have occurred
• Making unwarranted assumptions to try to simplify the case
• Sticking to generalities, such as “they must try to improve
communication”

21. • Not integrating the various points into a preferred solution
• Not using theories and concepts currently being studied in
the course
• Seeking ways out of the situation (such as “fire them all”)
rather than trying to solve the problems
• Ignoring practicalities
Common Errors in Analysing Case Studies

22. Sample Cases/ Issues
• Dabur Real Juice --- found insects --- controversial issue--- change its
brand name (Real Brrust), Celebrity endorsement (Rajesh Hamal).
(Brand image, Brand revitalize, Publicity, Advertisement)
• NCELL: (TeliaSonera, Norway to Axiata, Malaysian Telecom)--- (Capital
Gain Tax Case): Reputation, Corporate Image, Public pressure, Social
Demarketing, CSR.
• MBA Graduates >> Grocery Shop >> Partnership >> Growth >> Later
Failed. (Entrepreneurship, Coordination, Internal Marketing,
Leadership)
• HR Issues (Performance Appraisal, Promotion, grievances, Labor
Management dispute)

27. • Kellogs in Mumbai Failed>> Although expanded in 160 countries >>
Successful in Korea (Noodles),Italy (Biscuits), France (Coffee).
• (Market Research, Consumer Preference, Culture, Overconfidence--Non-
visionary Management etc.)
• Kodak Film >> Disappear > consumer choice/preference >>
Digitalization
• Mc Donald’s >> Aalu Tikka in India >>Choco Sauce in Japan >> To
meet consumer Needs/ Demand